Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)■ Contact Information

Annual ReportJapan Atomic Energy Agency 2021
(Business Report FY2020)

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未来へ げ んきPublic Relations Department, Japan Atomic Energy Agency

For inquiries: https://www.jaea.go.jp/english/misc/contactus.html
Please write ʻAnnual Report Japan Atomic Energy Agency 2021（Business Report FY2020）ʼ
in the subject column. Your feedback is greatly appreciated.
©2021 Japan Atomic Energy Agency Published November 2021 Printed in Japan

Japan Atomic Energy Agency765-1, Funaishikawa, Tokai-mura, Naka-gun, Ibaraki 319-1184, Japan
TEL: +81-29-282-1122
TEL: +81-29-282-0749 (Public Relations Department direct number)
FAX: +81-29-282-4934
Website: https://www.jaea.go.jp/english/
Twitter: https://twitter.com/jaea_japan (@JAEA_japan)

National Research and Development Agency

Japan Atomic Energy Agency

Annual Report 2020

The Japan Atomic Energy Agency, a National Research and Development Agency, undertakes
a variety of activities with a strong commitment to fulfilling its corporate social responsibilities
and pursues various initiatives, including the publishing of environmental reports and other social
activities such as technology transfer.

CONTENTS

Policies
for Creating Value

Outcomeof Value Creation
CT image(anatomical characteristics)

The Particle and Heavy Ion
Transport code System (PHITS)

This publication reports on the details of our operations and the state of our research anddevelopment for FY2020 (April 2020 – March 2021).

Model for estimating cell
survival fraction

Equal effect dose

System developed in the study

Treatment plan

PET image(distribution of pharmaceuticalconcentration)

PET-CT scanner

0228Foundation
for Creating Value

Basic Information

12

56

Policies for Creating Value

Presidentʼs Philosophy and Management Policies and Strategies
Message from the President
Purpose and Business

Through the report, we seek to promote an understanding among readers of JAEAʼs research anddevelopment and other activities and to foster mutual understanding and trust.

● Scope of Report

All sites

Contribution to Society by Achieving
Medium-/Long-Term Objectives and Plan

Outcome of Value Creation
P02
P02
P05
P06

Efforts to realize the Future Vision “JAEA 2050 +”P08

JAEAʼs Position and Role in Japanʼs National Policy

P10

Contributing to Human Society and Peoplesʼ Lives
Through R&D on Nuclear Energy
Overview of Medium-/Long-Term Objectives,
Medium-/Long-Term Plan, and Annual Plan

P10
P11

● Reporting Period

The reporting period is basically FY2020 (April 2020 – March 2021)(The report includes certain information from after this period)● Reference Guidelines, etc.

◎ Guidelines on the Annual Report of Independent Administrative Institutions(Ministry of Internal Affairs and Communications, Sept. 2018)

Foundation for Creating Value
Fountainhead for Sustainable and Appropriate Service Provision

P12

Board of Executive Directors

P12

Governance

P13

Net Assets, Sources of Revenue

P14

JAEAʼs Budget Structure and its Evolution

P15◎ ISO 26000: 2010 Guidelines Concerning CSR

Initiatives/Challenges for Sustainable Utilizationof Nuclear Science and Technology

P16◎ Environmental Reporting Guidelines 2018 version (Ministry of the Environment)

Status of Environmental Impact Reduction Activities

P17◎ GRI Standards● Notation Method

Fractions rounded in principle to the second decimal place● Next Scheduled Issue Date

November 2022

Operational and Management Challenges,
Risk Management Status and Countermeasures

P18

Status of Risk Management

P18

Operation Reform

P20

Initiatives to Improve Sustainability of Operations

P22

Public Consultation, Public Relations and Information Disclosure P22
Initiatives for Industry-Academia-Government Collaboration

P23

Redefining the Organizational Concept
and Securing/Training Human Resources

P24

International Cooperation and International Contribution

P26

Contribution to Regional Development/Activities
for a New Test and Research Reactor at the Monju Site

P27

Outcome of Operations and Resources Required

P28

Measures to Be Taken for Attaining Targets Concerning
Business Operations with Placing Top Priority on Safety

P28

R&D Pertaining to the Response to the Accident
at TEPCOʼs Fukushima Daiichi Nuclear Power Station

P32

Technological Support for Nuclear Safety Regulationand Safety Research for This Purpose

P34

R&D for Improving Nuclear Safety and Activities that Contributeto Nuclear Non-Proliferation and Nuclear Security
P36
Basic and Fundamental Research and Human Resources
Development in the Nuclear Field

P38

R&D on Fast Reactors and Advanced Reactors

P42

R&D Related to the Nuclear Fuel Cycle,
Such as Reprocessing, Fuel Manufacturing andTreatment and Disposal of Radioactive Waste

P44

Activities for Sector of Tsuruga Decommissioning Demonstration P46
Premise Information for Proper Assessment of Operations

P48

Results of Self-Assessment and Administrative Cost by Segment
in FY2020/Results of Ministerial Evaluation for Past Years
P48
Premise Information for Proper Assessment of Operations/
Information on Operation of Internal Control

P49

Summary of Financial Statements

P50

Outline of Budget and Settlement

P53

Presidentʼs Explanations on Financial Situation and Operation Status P54

Basic Information
Basic Information on JAEA

P56

Profile of Organization

P56

Principal Themes in R&D and Location of R&D Sites

P58

Other Information for Publication

P59

JAEA at a Glance

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)

P60

01

(mGy)

Policies for Creating Value

Presidentʼs Philosophy and Management Policies and Strategies

Message from the President
Review of FY2020

Contributing to the welfare andprosperity of human society throughnuclear science and technology

KODAMA Toshio

The Japan Atomic Energy Agency (JAEA) is Japanʼs sole comprehensive nuclear researchand development institute.

[Management Principles]• Thoroughly ensure safety• R&D filled with creativity• Focus on on-site activities• Efficient work management• Trust of society[Conduct Standards]

02

Japan Atomic Energy Agency

In November 2020, we revised the “Innovation Creation
Strategy” toward the realization of the “new-era nuclear
science and technology (S&T)” set forth in the Future
Vision “JAEA 2050 +.” Taking into account the heightened
importance of the achievement of carbon neutrality andinnovation due to the COVID-19 pandemic, this revision
clariﬁed the following four policy initiatives: (1) reinforcementof open innovation initiatives, (2) enhancement of social
implementation, (3) management of innovation activities,and (4) strengthening of R&D capability, based on
the analysis and assessment of activities in the ﬁrst edition of
the “Innovation Creation Strategy,” with the aim of creating

an organization that steadily generates innovation. We plan
to determine the details of the activities, implement them,and thereby make a broad contribution to the developmentof society through open innovation via fusion with a wide
variety of ﬁelds.
I believe that the mission of JAEA as an R&D instituteis to steadily produce results through R&D, with safetyassurance as an absolute precondition. We would
appreciate your continued understanding and support.
I hope that you will ﬁnd this report useful inunderstanding the various activities of JAEA.
June 2021

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)

03

Basic Information

JAEA has speciﬁed its management principles in a stratiﬁed and integrated manner. Based on the purposeof its establishment and its mission (roles), JAEA has laid down basic policies and conduct standards andset forth a management philosophy to serve as norms for the conduct of operations by its management andemployees.
Japanese versions of the Management Principles and the Conduct Standards are available at:https://www.jaea.go.jp/about_JAEA/philosophy.html“Innovation Creation Strategy” Revised

Outcome of Value Creation

Based on Japanʼs national policy such as the Strategic Energy Plan, and in accordance with its
own Medium-/Long-Term Plan, JAEA works on the response to the accident at the Fukushima
Daiichi Nuclear Power Station of Tokyo Electric Power Company Holdings, Inc. (TEPCO),
conducts research on the enhancement of nuclear safety, carries out R&D on the nuclear fuelcycle and on radioactive waste treatment and disposal technology, and engages in basic andfundamental research in the nuclear ﬁeld.

As for the response to the accident at TEPCOʼs Fukushima
Daiichi Nuclear Power Station (NPS),
we took action in accordance with the Mid-and-LongTerm Roadmap towards the Decommissioning of TEPCOʼs
Fukushima Daiichi NPS, including preparations
for the analysis of fuel debris and the developmentof a method to promptly and accurately generate radiation
maps from measurement data utilizing artiﬁcial intelligence (AI).
In addition, we advanced activities to improve safety
through, for example, the development of analysis codesthat enable evaluation of exposure doses from radioactive
materials released into the environment in a nuclear
emergency situation under various weather conditions.
Regarding advanced reactors, we furthered discussions
with the United Kingdom and the United States toward
implementation of newly established cooperationin the development of high-temperature gas-cooled
reactors and fast reactors, respectively.

In the area of decommissioning, we completed
unloading 146 fuel assemblies from the reactor vesselat Monju as planned, and made progressin the dismantling of the peripheral facilities of the reactor
and the preparations for spent fuel retrieval at Fugen.
We also proceeded with the plan for the decommissioningof the Tokai Reprocessing Plant, and developed a test
method to investigate the impact of crustal movements andother geological events on the underground environment
as research and development (R&D) related to geologicaldisposal technology.
In the ﬁeld of nuclear science research, we demonstrated
the ability of thermoelectric elements, which are heatto-electricity converters, to function in a high-radiation
environment by applying electronic spins to them,and developed materials derived from waste pork bones toremove toxic metals.
For research reactors, activities toward resuming theiroperation are in steady progress. Capitalizing on the restartof the experimental reactor JRR-3 in February 2021,
we will establish an open platform to facilitate use of largescale facilities of the kind only available to JAEA as wellas general equipment and promote industry-academiagovernment cooperation and collaboration towardinnovation creation.

Foundation for Creating Value

President, the Japan Atomic Energy Agency

In FY2020, JAEA conducted its operations with priority
given to safety, including the security and safety control
of facilities, while adopting new ways of working suchas telecommuting due to the spread of COVID-19 andkeeping in mind both “maximization of R&D achievements”
and “appropriate, effective, and efﬁcient operations.”

Purpose and Business

Policies for Creating Value

Presidentʼs Philosophy and Management Policies and Strategies

Purpose of the Corporation[Management by the President]
JAEA runs its management cycle ̶a method tocontinuously make improvements by repeating the Plan,
Do, Check, and Act (PDCA) cycle ̶ through board
meetings led by the President and presidential hearing
sessions held twice a year.
Under the strong leadership of the President, adding
the viewpoints of the corporation, JAEA clariﬁes its
operations by introducing the concepts of Mission, Vision,and Strategy (MVS) and Balanced Score Card

(BSC: a method to manage operations by specifying
targets and performance indicators from the viewpointsof organization and operation processes, ﬁnance andfacilities, human resource development, and the customer)
for the entire JAEA. In addition, JAEA visualizes its
operations by introducing individual MVS and BSC criteria
for each business division and checking the progress using
key performance indicators (KPI: quantitative indicator tomeasure the operational achievement level).

In accordance with the basic policy stipulated in Article 2 of the Atomic Energy Basic Act, JAEA ʼ s aims are tocomprehensively, systemically and efficiently conduct basic and applied research on nuclear energy, the development offast breeder reactors to establish the nuclear fuel cycle and the associated necessary nuclear fuel materials,
and the development of technologies related to nuclear fuel material reprocessing and high-level radioactive waste
disposal; to disseminate the outcomes of the research; and thereby to contribute to the welfare of human society
and to raising the standard of living of Japan ʼ s citizens.
(Article 4 of Act on the Japan Atomic Energy Agency, National Research and Development Agency)

Operations

Competent ministers
Minister of Education, Culture, Sports, Science and Technology, Minister of Economy, Trade and Industry, Nuclear Regulation Authority
Setting Medium-/Long-Term Objectives

Operational results report(Self-assessment report)

National Research and Development
Agency Council
Japan Atomic Energy Agency Sub-Committee(i)

Evaluation of operational results(Evaluation by competent ministers)

Foundation for Creating Value

In order to achieve its purpose as set out in Article 4 of the Act on the Japan Atomic Energy Agency, National Research andDevelopment Agency, JAEA conducts the operations below (excluding those that fall under operations listed in Article 16, item (i),of the Act on the National Institutes for Quantum and Radiological Science and Technology).

Management by the President

Basic research on nuclear energy(ii) Applied research on nuclear energy(iii) The following operations required to technologically establish the nuclear fuel cycle:
a. Development of fast breeder reactors (excluding where the building of a demonstration reactor is involved)

Japan Atomic
Energy Agency

ReﬂectPlan

President
Formulationof medium-/ long-term plan

Annual plan

President

Implementation of operations
according to planin association with the operations shown in c. above and the associated necessary research

H2 Presidential
hearing session

Formulation of annual business policy
Quality policy concerning nuclear safety
management, etc.

R&D evaluation committee(External experts)

H1 Presidential
hearing session

Check

Check

ActionActionContribute to the welfare and prosperity of human society through nuclear
science and technology
To meet the expectations of Japanese citizens as Japanʼs sole comprehensive
nuclear research and development institute (we shall aim for the following)

Vision• An organization that contributes to the development of nuclear science and technology,
to the peaceful use of global nuclear energy and to regional development• An organization that promotes research into improving nuclear safety• An organization that creates innovation through interaction and collaboration with other ﬁelds of technology• An organization that contributes to the solution of global climate change, to ensuring energy stability
and to the achievement of Society 5.0

To lead nuclear research and development with a high organizational IQ• An organization with high organizational IQ that always ensures safety ﬁrst, always thinks independently
and always continues to improve its efﬁciency• An organization that can best utilize limited resources (budget, assets, manpower)(iv) Dissemination and promotion of the use of the results of the operations shown in (i) to (iii) above(v) The following operations related to radioactive waste disposal(excluding those that fall under operations of the Nuclear Waste Management Organization of Japan)
a. Final disposal, by means of burying, of the radioactive waste generated in association with the operationsof JAEA and radioactive waste entrusted to JAEA for disposal by external organizations

Outcome of Value Creation

Mission, Vision, and Strategy (MSV) of JAEA

Missionnecessary researchd. Development of technology related to the processing and disposal of the high-level radioactive waste generated

Formulation of annual plan

President

b. Development of the nuclear fuel materials necessary for the operations shown in a. above and the associatedc. Development of technology related to nuclear fuel material reprocessing and the associated necessary research

Operational
management cycle

Self-assessment committee

President

and the associated necessary researchDo(excluding waste generated by commercial nuclear power reactors, etc.)
b. Construction, improvement, maintenance and other management of facilities for burial disposal,
closure of disposal facilities after completion of burial disposal, and management of disposal facility sites after closure(vi) Provision of JAEAʼs facilities and equipment for R&D related to science and technology and for activities related
to the development and use of nuclear energy(vii) Development of researchers and technicians related to nuclear energy and improvement of their quality(viii) Collection, arrangement, and provision of information related to nuclear energy(ix) In addition to activities carried out as part of the operations shown in (i) to (iii) above, nuclear energy-related testing,research, investigation, analysis, or assessment where deemed necessary and entrusted to JAEA by the head of a related
administrative organization or local public organization(x) Operations relating to investment and physical and technological support as stipulated in Article 34-6, Paragraph 1,of the Act on Activation of the Creation of Science and Technology Innovation (Act No.63 of 2008) and that are
additionally speciﬁed by Cabinet Order.
(xi) Operations incidental to the operations from (i) to (x)To share a sense of value and uplift the level of job quality
e.g. formulation and implementation of “JAEA 2050 +” strategies and policies

To enhance efforts toward establishment of public acceptancee.g. placing utmost priority on safety, R&D incorporating external needs

e.g. redistribution of resources, gate control, Kaizen activities

To enact management reform with the establishmentof clear and straightforward plans

Large Research Facilities (Act No.78 of 1994)(xiii) In addition to the operations from (i) to (xii), within the range that does not interfere with the performance of these tasks,
operations to store and/or dispose of nuclear source materials (referring to nuclear source materials as stipulated in

Basic Information

Strategy

To promote job prioritization, job streamlining, introductionof information technology and introduction of all cutting-edge technology(xii) Operations stipulated in Article 5, Paragraph 2, of the Act on the Promotion of Public Utilization of the Speciﬁc Advanced

Article 3, Item (iii), of the Atomic Energy Basic Act), nuclear fuel materials, or nuclear waste entrusted to JAEA by national
government, local public organizations or other persons speciﬁed by Cabinet Order.
(Article 17 of Act on the Japan Atomic Energy Agency, National Research and Development Agency)

e.g. targets, policies, KPIs, PDCA cycle, governance, safety management, internal control

04

Japan Atomic Energy Agency

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)05

Contribution to Society by Achieving Medium-

Policies for Creating Value

Purpose and Business/Long-Term Objectives and Plan

JAEA will achieve the Medium-/Long-Term Objectives specified by the competent ministers and actively
contribute to the development and use of nuclear energy throughout Japan, improvement of the safetyof nuclear energy in Japan and overseas, and the creation of innovation.

Social Issues

Activities toin JAEAʼs environment

achieve targets

Contribution to society

Outcome of Value Creation
P.5-9

P.10

Policies for Creating Value

Overview of Medium-/Long-Term Objectives,
Medium-/Long-Term Plan,and Annual Plan
P.11

P.2-4

Foundation for Creating Value

Decommissioningof nuclear facilities
and managementof radioactive
waste

Medium-/Long-Term Management Plan
for JAEA Facilities
Status of Environmental Impact
Reduction Activities
Operational and Management Challenges,
Risk Management Status and Countermeasures
Public Consultation,
Public Relations and Information Disclosure
Initiatives for Industry-Academia-Government
Collaboration
Redeﬁning the Organizational Concept
and Securing/Training Human Resources
International Cooperation and International
Contribution
Contribution to Regional Development

P.16
P.17
P.18-21
P.22
P.23
P.24-25
P.26“JAEA 2050 +”Measures to Be Taken for Attaining Targets Concerning
Business Operations with Placing Top Priority on Safety

P.28-31

R&D Pertaining to the Response to the Accident
at TEPCOʼs Fukushima Daiichi Nuclear Power Station

P.32-33

Technological Support for Nuclear Safety Regulationand Safety Research for This Purpose

P.34-35

R&D for Improving Nuclear Safety and Activities thatContribute to Nuclear Non-Proliferation and Nuclear Security P.36-37
Basic and Fundamental Researchand Human Resources Development in the Nuclear Field

P.38-41

R&D on Fast Reactors and Advanced Reactors

P.42-43

R&D Related to the Nuclear Fuel Cycle,
Such as Reprocessing, Fuel Manufacturing
and Treatment and Disposal of Radioactive Waste

P.44-45

Activities for Sectorof Tsuruga Decommissioning Demonstration

P.46-47

Cooperation and collaboration
also with various stakeholders

Contribution
to solving climatechange issues
Contribution
to ensuring stableenergy supply
Contribution
to realizationof ideal future society(Society 5.0)
Contribution
to achievementof Sustainable
Development Goals(SDGs)

Outcome of Value Creation

Response to
the Fukushima
Daiichi Nuclear
Power Station
Accident

Cooperation

Message fromthe President

JAEAʼs Position
and Role in Japanʼs National Policy

Achievement of Medium-/Long-Term
Objectives and Plan

Safe nuclear
energy use

Purposeand BusinessRealization of Future Vision

Foundation for Creating Value

Climate change*,energy andresource problems

P.27

Ensuring nuclear
nonproliferationand nuclear
security

Basic Information* Climate change has received much attention as a social agenda. The “Green Growth Strategy Through Achieving Carbon Neutrality in 2050” was formulated
in December 2020 to reduce the emission of greenhouse effect gas to zero overall, that is, to realize Carbon Neutrality in 2050.

06

Japan Atomic Energy Agency

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)07

Efforts to realize the Future Vision“JAEA 2050 +”-Toward an organization that continuously creates innovationIn order to continue our social contribution into the future, JAEA has developed the Future Vision “JAEA 2050 +,”which outlines its ideal future profile in terms of “Goals to pursue” and “Actions to take.” As an approach to“New Era Nuclear Science and Technology,” it proposes a contribution to future society through developmentof a Nuclear Science and Technology system that addresses “S+3E,” and innovative creation through synergies
with other areas of science and technology. In November 2020, we formulated and published a revised versionof JAEAʼs Strategy for Innovative Creation as a specific effort policy initiative to realize this goal.

Concept of the revised version of JAEAʼs Strategy
for Innovative Creation◆ In order to transform JAEA into an organization that continuously creates innovation,

we have set the following vision for the future (10 years from now).

Policy Initiatives for Innovative Creation① Strengthening open innovation initiatives

・With the resumption of the operation of our test andresearch reactors, we will promote the use of JAEAʼs facilities,
equipment, and devices, including general analytical
instruments, to contribute to the creation of innovationin the whole of Japan.
・Through participation in government projects, JAEA
will promote collaboration with industry by utilizing its
technological infrastructure as a platform to secure diversity
in the use of nuclear energy.
・JAEA and industry will bring together funds, people,
and research themes to promote large-scale joint research
on an organization-to-organization basis, with the aim offorming a collaborative center.

OFP general contact point website (one-stop contact point)

Neutron Utilization Facilities(Neutron Utilization Platform)
Provision of facilities inaccordance with the law

J-PARC

Provision of Facilities

Build an open facility platform (OFP)
as a “co-creation space” for open innovation.

・We will operate support systems for strategic utilization of results, venture creation, and social implementation,and cultivate specialized human resources to support these activities.

① Strengthening open innovation initiatives② Strengthening social implementation
・In order to implement in society the results of JAEAʼs R&D,
we will review the role of coordinators and revitalize
coordination activities.
・In line with the revision of the Law Concerning the Stimulationof Creation of Science, Technology and Innovation,
we will strengthen our efforts to create venture businesses
by reviewing the system for supporting venture businesses.

③ Management of innovative activities④ Strengthening R&D capabilities

Challenges of Climate Change Issues
Ensuring Stable Energy Supply
Realization of Ideal Future Society (Society 5.0)

・We will work on intellectual property management thatleverages the strengths of our own knowledge base,technology base, and intellectual property.

Outcome of Value Creation② Strengthening social implementation(example)

JRR-3

・We will play a role in open innovation as a center for basic research and human resource development,
the accumulation of knowledge, and data collection and analysis.

◆ In order to reach the ideal proﬁle, we will present policy initiatives to strengthen the following areas:· Facility-speciﬁctechnical consultation· Technical support, etc.

Generalanalytical
instrument

Complementation

・As individuals and as an organization, we will nurture a strong awareness of innovation creation (innovation mindset)
and build correspondingly excellent R&D capabilities.

・We will support innovative creation in the private sector by utilizing JAEAʼs facilities, knowledge and technology base,and human resources.

Provisionof 10 Facilities

Foundation for Creating Value

1

2

Policies for Creating Value

Purpose and Business

JAEA Technology Salon

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・With a view to creating innovation, we will set research
themes based on social needs and customer perspectives,and continuously generate R&D results.
・We will actively promote the digital transformation (DX)of JAEAʼs research and development.

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)

Basic Information

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Contributing to Human Society and Peoplesʼ
Lives Through R&D on Nuclear Energy
R&D at JAEA is positioned within the policy framework below.
Aiming to secure the energy sources indispensable to the lives of citizens through nuclear energy based on
the premise of safety assurance and to create scientific technologies and industries through nuclear energy,
JAEA will carry out R&D, from basic and fundamental research to R&D for the application and commercializationof technology, disseminate the outcomes of this research, and thereby contribute to the welfare of humansociety and to raising the standard of living of Japanʼs citizens.

Policy framework for JAEA

Article 7 of Atomic Energy Basic Act*1“Activities such as basic research and applied researchon nuclear energy, the development of fast breeder
reactors and the necessary nuclear fuel materials forthe purpose of establishing a nuclear fuel cycle,
the development of technology for reprocessing, etc.
of nuclear fuel materials, as well as the dissemination of
the results of such research and development, shall be
carried out by the Japan Atomic Energy Agency”*1 Act No.186 of 1955

Fifth Science and Technology Basic Plan*2
Sixth Science, Technology, and Innovation Basic Plan*3
Basic Policy for Nuclear Energy*4
Basic Policy for Nuclear Research and Development*5
Strategic Energy Plan*6
Plan for Global Warming Countermeasures*7

Neutrality in 2050*9
etc.
*2 Cabinet Decision of January 2016. *3 Cabinet Decision of March 26, 2021.
*4 Japan Atomic Energy Commission, July 20, 2017.
*5 Decided by Japan Atomic Energy Commission on June 12, 2018.
*6 Cabinet Decision of July 2018. *7 Cabinet Decision of May 2016.
*8 Cabinet Decision of June 11, 2019.
*9 Sixth Committee on the Growth Strategy of December 25, 2020.

1. Matters concerning business operations with placing top priority on safety
2. Matters concerning maximizing R&D outcomes and raising quality in other areas

Based on the Medium-/Long-Term Objectives as directed by the Government, and also in conformity with various national energy
policies encompassing nuclear energy and science and technology policies such as the “Basic Policy for Nuclear Energy”(decided by the Atomic Energy Commission in July 2017), the “Strategic Energy Plan” (approved by the Cabinet in July 2018)
and the “Fifth Science and Technology Basic Plan” (approved by the Cabinet in January 2016), the Medium-/Long-Term Planof the JAEA describes its operations as follows.
I. Measures to be taken for attaining targets concerning business operations with placing top priority on safety
II. Measures to be taken for attaining targets concerning maximizing R&D outcomes and raising quality in other areas
1) R&D pertaining to the response to the accident at TEPCOʼs Fukushima Daiichi Nuclear Power Station
2) Technological support for nuclear safety regulation and safety research for this purpose
3) R&D for improving nuclear safety and activities that contribute to nuclear non-proliferation and nuclear security
4) Basic and fundamental research and human resources development in the nuclear ﬁeld5) R&D on fast reactors and advanced reactors
6) R&D related to the nuclear fuel cycle, such as reprocessing, fuel manufacturing and treatment and disposal of radioactive waste7) Activities for sector of Tsuruga decommissioning demonstration
8) Activities to strengthen industry-academia-government collaboration and secure the trust of society

III. Measures to be taken for attaining targets related to enhancing the efﬁciency of business operations
IV. Measures to be taken for attaining targets related to improving the state of ﬁnances
V. Important matters concerning other business operations
For details, please visit the website below.
https://www.jaea.go.jp/about_JAEA/business_plan.html (in Japanese)

Annual Plan
Basic Information(5) R&D on fast reactors and advanced reactors(6) R&D related to the nuclear fuel cycle, such as reprocessing,fuel manufacturing and treatment and disposal of radioactive waste(7) Activities for sector of Tsuruga decommissioning demonstration(8) Activities to strengthen industry-academia-government collaborationand secure the trust of society

Medium-/Long-Term Plan

Outcome of Value Creation[Activities as a Corporation during the present Medium-/Long-Term Objectives Period]

Japan Atomic Energy Agency

In accordance with Article 35-4 of the Act on General Rules for Incorporated Administrative Agencies, the competent ministers
have set forth Medium-/Long-Term Objectives for the seven years from FY2015 to FY2021. FY2020 is the sixth yearof that period. The Medium-/Long-Term Objectives are outlined below.
As a national research and development agency and as Japanʼs sole comprehensive research and development institute inthe ﬁeld of nuclear energy, JAEA is to respond to the accident at TEPCOʼs Fukushima Daiichi Nuclear Power Station,
and work on the improvement of nuclear safety standards, promotion of basic and fundamental research and development of
human resources in the nuclear ﬁeld, R&D on fast reactors and advanced reactors, R&D related to the nuclear fuel cycle such astreatment and disposal of radioactive waste, and activities for nuclear facility decommissioning demonstration, in accordancewith the basic policy stipulated in Article 2 of the Atomic Energy Basic Act, the foundation of Japanʼs nuclear energy policy.
In implementing these R&D activities, and placing utmost priority on safety, JAEA, as a national research and development
agency, is to work not only on maximizing R&D outcomes but also on contributing to maximizing R&D achievementsin the ﬁeld of nuclear science and technology through active cooperation and collaboration with universities and industry.
On March 1, 2021, the Medium-/Long-Term Objectives were revised to reﬂect the investment operations that JAEA
obtained the right to conduct from April 2021 following the revision of the Act on Activation of the Creation of Scienceand Technology Innovation (Act No.63 of 2008), and to reﬂect the uniform order from the Ministry of Internal Affairs andCommunications to formulate a human resources recruitment and development policy in the Guidelines on Objectives
Formulation of the Incorporated Administrative Agencies (partial amendment in 2019).
For details, please visit the website below.

Green Growth Strategy Through Achieving Carbon

Purpose: To contribute to the promotion of research, development and use of nuclear energy to support the welfare of humansociety and the improvement of the standard of living of Japanʼs citizens
Operations:・Basic and applied R&D on nuclear energy
・Operations necessary for technologically establishing the nuclear fuel cycle (development related to fast breeder reactors,
reprocessing of nuclear fuel materials, processing and disposal of high-level radioactive waste and associated necessary
research, etc.)
・Provision of the Agencyʼs facilities and equipment to external users, development of researchers and technicians related tonuclear energy and improvement of their quality
・Dissemination and promotion of use of achievements, collection, arrangement, and provision of nuclear energy information

10

Medium-/Long-Term Objectives

https://www.jaea.go.jp/about_JAEA/business_plan.html (in Japanese)

Long-Term Strategy under the Paris Agreement*8[Act on the Japan Atomic Energy Agency, National Research and Development Agency](1) R&D pertaining to the response to the accident at TEPCOʼs Fukushima Daiichi
Nuclear Power Station(2) Technological support for nuclear safety regulation and safety research
for this purpose(3) R&D for improving nuclear safety and activities that contribute to nuclear nonproliferation and nuclear security(4) Basic and fundamental research and human resources developmentin the nuclear ﬁeld

JAEA conducts operations in accordance with the Medium-/Long-Term Plan formulated based on the Medium-/Long-Term
Objectives speciﬁed by the competent ministers and an annual plan laid down every ﬁscal year for achieving the Medium-/Long-Term Plan.

Foundation for Creating Value[National Policy]

Overview of Medium-/Long-Term Objectives,
Medium-/Long-Term Plan, and Annual Plan

Policies for Creating Value

JAEAʼs Position and Role in Japanʼs National Policy

In accordance with Article 35-8 of the Act on General Rules for Incorporated Administrative Agencies,
JAEA, prior to the start of the business year, formulates a plan (ﬁscal year plan) related to operations for that ﬁscal year
based on the Medium-/Long-Term Plan.
For details, please visit the website below.
https://www.jaea.go.jp/about_JAEA/business_plan.html (in Japanese)

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)11

Fountainhead for Sustainable and Appropriate Service Provision

Governance

The Board of JAEA is composed of the President, the Vice President, six Executive Directors and two Auditors.
The President represents JAEA in all aspects and is responsible for the overall management of JAEA, while the Vice President
assists the President and acts on his/her behalf when deemed necessary or appropriate. The Executive Directors share
the responsibilities of divisional management assigned to them with their strong and abundant experience and knowledge,
and the Auditors audit the overall work of JAEA.

Competent ministers (according to Article 28 of Act on the Japan Atomic Energy Agency, National Research and Development Agency)（as of March 31, 2021）
President

Career Outline

KODAMA Toshio

Executive Vice President

ITO Yoichi

AOTO Kazumi*

Executive Director

MIURA Yukitoshi*

Executive Director

YAMAMOTO Tokuhiro*

Career Outline

March 2021: Retired from JAEA
April 2015: Executive Director, JAEA
October 2014: Director General, Prototype Fast Breeder Reactor Monju,
Sector of Fast Reactor Research and Development, JAEA
April 2014: Deputy Director General, Fast Breeder Reactor Research andDevelopment Center, Tsuruga Head Ofﬁce, JAEA
April 2013: Director General, Advanced Nuclear System Research andDevelopment Directorate, JAEA
April 2010: Deputy Director General, Advanced Nuclear System Researchand Development Directorate, JAEAAMANO Reiko

September 2019: Auditor, JAEA
October 2014: Deputy Director-General, Innovation Center for Meteorological
Disaster Mitigation and Research Center for Disaster Resilience,
National Research Institute for Earth Science and Disaster Resilience
February 2014: Dedicated Ofﬁcer,Intellectual Property and License Department, Kajima Corporation
April 2011: Manager, Intellectual Property and License Department,
Kajima Corporation
April 2005: Manager, Civil Engineering Technology Department,
Civil Engineering Management Division, Kajima Corporation
March 2004: Institute of Industrial Science,
The University of Tokyo Visiting Professor
April 1980: Joined Kajima Corporation

Newly appointed Members of the Board of Executive Directors

Career Outline
April 2019: Executive Director, JAEA
January 2018: Director, National Space Policy Secretariat, Cabinet Ofﬁce
April 2016: Director, Department of General Affairs,
National Institutes for Quantum and Radiological Scienceand Technology
April 2014: Professor, Tokyo University of Agriculture and Technology
August 2012: Deputy Director General, Research Strategy Department,
Japan Aerospace Exploration Agency
July 2009: Director for Resource Allocation, Bureau of Science,
Technology and Innovation, Cabinet Ofﬁce
April 1989: Joined Science and Technology Agency

Career Outline

Japan Atomic Energy Agency● *1. R&D pertaining to the response to the accident at TEPCOʼs Fukushima Daiichi Nuclear Power Station

●

●

● *

2. Technological support for nuclear safety regulation and safety research for this purpose●

3. R&D for improving nuclear safety and activities that contribute to nuclear non-proliferationand nuclear security●

4. Basic and fundamental research and human resources development in the nuclear ﬁeld●

5. R&D on fast reactors and advanced reactors

●

●

● *

6. R&D related to the nuclear fuel cycle, such as reprocessing, fuel manufacturing and treatment
and disposal of radioactive waste

●

●

● *

7. Activities for sector of Tsuruga decommissioning demonstration

●

●

● *

8. Activities to strengthen industry-academia-government collaboration and secure the trust of society●●

III. Measures to be taken for attaining targets related to enhancing the efﬁciency of business operations●●

IV. Measures to be taken for attaining targets related to improving the state of ﬁnances●●

V. Important matters concerning other business operations●●

Measures to be taken for attaining targets concerning maximizing R&D outcomes
and raising quality in other areas● *●Executive Director

MIURA Nobuyuki

Executive Director

OHSHIMA Hiroyuki

Executive Director

OIGAWA Hiroyuki

Executive Director

FUNAKI Kentaro

● *
● *

* (Safety assurance matter)

Career Outline
April 2021: Executive Director of JAEA
May 2019: Deputy Senior Director General of Decommissioning andRadioactive Waste Management Head Ofﬁce, JAEA
April 2018: Deputy Director General of Sector of Nuclear Fuel,
Decommissioning and Waste Management Technology
Development, JAEA
April 2017: Director General of Nuclear Fuel Cycle Engineering Laboratories,
Sector of Decommissioning and Radioactive Waste Management, JAEA
April 2015: Director of Tokai Reprocessing Technology Development Center,
Nuclear Fuel Cycle Engineering Laboratories, JAEA
April 2014: Director of Technology Development Department,
Tokai Reprocessing Technology Development Center,
Nuclear Fuel Cycle Engineering Laboratories,
Sector of Decommissioning and Radioactive Waste Management, JAEA
May 2011: Director of Vitriﬁcation Technology Development Department,
Tokai Reprocessing Technology Development Center,
Nuclear Fuel Cycle Engineering Laboratories,
Tokai Research and Development Center, JAEA
July 2006: Senior Principal Engineer of Nuclear Fuel Cycle Technology
Development Directorate

Career Outline
April 2021: Executive Director of JAEA
April 2018: Deputy Director General of Oarai Research and Development
Institute and Director General of Fast Reactor Cycle System
Research and Development Center, Sector for Fast Reactor andAdvanced Research and Development, JAEA
April 2014: Director of Fast Reactor Computational Engineering Department,
Advanced Fast Reactor Cycle System Researchand Development Center,
Sector of Fast Reactor Research and Development, JAEA
July 2011: Deputy Director of JSFR Systems Development Planning Ofﬁce,
Advanced Nuclear System Researchand Development Directorate, JAEA
July 2010: Senior Principal Researcher of Advanced Nuclear System Researchand Development Directorate, JAEA

Career Outline
April 2021: Executive Director of JAEA
April 2019: Deputy Director General of Sector of Nuclear Science Researchand Director General of Nuclear Science Research Institute, JAEA
April 2016: Director of R&D Program Management Department, JAEA
April 2015: Senior Principal Researcher and Director of R&D Program
Management Department, JAEA
April 2014: Deputy Director of Ofﬁce of Strategic Planning, JAEA
October 2010: Director of Research Co-ordination and Promotion Ofﬁce,
Nuclear Science and Engineering Directorate, JAEA
July 2010: Senior Principal Researcher of Nuclear Science and Engineering
Directorate, JAEA

JAEAʼs Governance System
The ﬁgure below shows JAEAʼs governance system.
In accordance with the partial amendment of the Act onGeneral Rules for Incorporated Administrative Agencies in
2014, we changed the format of our statement of operation
procedures in 2015. Following the change, JAEAʼs statementof operation procedures now sets out the rules for decision
making led by the President, the internal control promotion
system, auditing by auditors, and other relevant systems* The following four Executive Directors retired from JAEA on March 31, 2021.
1. AOTO Kazumi 2. MIURA Yukitoshi 3. YAMAMOTO Tokuhiro 4. NODA Koichi(https://www.jaea.go.jp/about_JAEA/business_plan.html (in Japanese))

JAEAʼs Governance System
Competent ministers: Minister of Education, Culture, Sports, Science and Technology(Minister of Economy, Trade and Industry, Nuclear Regulation Authority)(Act on General Rules for Incorporated Administrative Agencies, Act on the Japan Atomic Energy Agency, National Research and Development Agency)
Appointment

Selection

Accounting auditor

Accounting audit

Assistancein decision
makingAdvice, proposals

Management
Advisory Council

Senior Advisors(Management in general)(Safety assurance)

Appointment

Board of
Executive
Directors

Executive Vice
President
Executive Directors

External experts
included in members
No external experts
included in members

Appointment
AdvicePresident

Career Outline
April 2021: Executive Director of JAEA
July 2019: Chief Nuclear Ofﬁcer for International and Technology Affairs,
Agency for Natural Resources and Energy,
Ministry of Economy, Trade and Industry
July 2016: Senior Nuclear Safety Specialist, OECD Nuclear Energy Agency
August 2014: Managing Director, Nuclear Damage Compensation andDecommissioning Facilitation Corporation
August 2013: Director of R&D Strategy Planning Department,International Research Institute for Nuclear Decommissioning
August 2012: Director of Nuclear Accident Response Ofﬁce,
Agency for Natural Resources and Energy,
Ministry of Economy, Trade and Industry
July 2010: Director for Nuclear Energy Policy,
Agency for Natural Resources and Energy,
Ministry of Economy, Trade and Industry
April 1991: Joined Ministry of International Trade and Industry

as a framework to ensure the conformity of the execution ofduties by the directors and employees of JAEA with relevantlaws and regulations such as the Act on General Rules for
Incorporated Administrative Agencies and to ensure
the appropriateness of JAEAʼs operations.
For the details of the changes to the internal control system,
please read our statement of operation procedures.

Auditors

Giving advice, reply to questions
Contract
Monitoring
Committee

Oversight
Committee(Procurement
procedures)(Conflict ofinterest)

Selfassessment
committee

Agency-Wide
Safety Review andQuality AssuranceCommittee

Risk
Management
Committee(Nuclear safety,
quality assurance)(Risk management)(Operational results)

Implementation of operations based onpolicies set by PresidentManagement Sector

Common Mission Sector

Self-assessment report reflecting
opinions of R&D evaluation committee

Deliberation report fromR&D evaluation committee

Basic Information

July 2020: Executive Director, JAEA
June 2019: Senior Executive Ofﬁcer, Deputy Executive General Manager,in charge of Tsuruga Head Ofﬁce, Japan Atomic Power
Company (JAPC)
June 2016: Senior Executive Ofﬁcer, Deputy Executive General Manager,in charge of Tsuruga Head Ofﬁce and General Manager ofCommunity Relations & Co-operation Dep., JAPC
June 2015: Senior Executive Ofﬁcer, Acting Executive General Manager,in charge of Tsuruga Head Ofﬁce and General Manager ofCommunity Relations & Co-operation Dep., JAPC
June 2014: Executive Ofﬁcer, Deputy Executive General Manager,in charge of Tsuruga Head Ofﬁce and Superintendent of
Tsuruga Plant Construction Arrangements Ofﬁce, JAPC
June 2012: Senior General Manager, Deputy Executive General Manager,in charge of Tsuruga Head Ofﬁce and Superintendent of
Tsuruga Plant Construction Arrangements Ofﬁce, JAPC
July 2010: Acting General Manager, Decommissioning Project
Department, JAPC
July 1997: Manager, Projects Development Department, JAPC
April 1980: Joined JAPC●

Measures to be taken for attaining targets concerning business operations with placing top priority on safety

II.

(appointed April 1, 2021)

Career Outline
March 2021: Retired from JAEA
April 2017: Executive Director, JAEA
April 2015: Director General, Nuclear Fuel Cycle Engineering Laboratories, JAEA
April 2014: Deputy Director General,
Nuclear Fuel Cycle Engineering Laboratories, JAEA
April 2010: Director, Technology Development Department,
Tokai Reprocessing Technology Development Center,
Nuclear Fuel Cycle Engineering Laboratories,
Tokai Research and Development Center, JAEA●

I.

Outcome of Value Creation

12

Career Outline

March 2021: Retired from JAEA
April 2015: Executive Director, JAEA
October 2013: Director, Ofﬁce of Monju Reorganization,
Monju Reorganization Headquarters, JAEA
April 2010: Supreme Researcher/Director,
Policy Planning and Administration Department, JAEA

March 2021: Retired from JAEA
April 2017: Executive Director, JAEA
April 2015: Vice President,
National Institute of Technology and Evaluation
September 2013: Director, Decommissioning andContaminated Water Management Ofﬁce,
Nuclear Emergency Response Headquarters, Cabinet Ofﬁce
August 2012: Director, Nuclear Facilities Development
and Nuclear Fuel Cycle Industry Division,
Electricity and Gas Industry Department,
Agency for Natural Resources and Energy
April 1986: Joined Ministry of International Trade and Industry

YOSHIDA Kunihiro

Auditor（Part Time）

Career Outline

NODA Koichi*

Executive Director

September 2019: Auditor, JAEA
July 2018: Representative, Tanaka Teruhiko Audit Firm
May 2002: Representative partner, Shinwa Audit Corporation
October 1979: Joined Shinwa Audit Corporation(currently KPMG AZSA LLC.)

Career Outline

Career Outline

SUDO Kenji

Career Outline

TANAKA Teruhiko

April 2019: Executive Vice President, JAEA
July 2017: Senior Deputy Minister of Education, Culture, Sports,
Science and Technology, Ministry of Education, Culture, Sports,
Science and Technology (MEXT)
January 2016: Director-General, Science and Technology Policy Bureau, MEXT
August 2015: Assistant Minister for Policy Coordination, MEXT
January 2012: Executive Director, JAEA
July 2010: Deputy Director-General, Lifelong Learning Policy Bureau, MEXT
January 2001: Director, Private School Department, Higher Education Bureau, MEXT
April 1982: Joined Science and Technology Agency

Executive Director

Executive Director

AuditorOperations item in the Medium-/Long-Term Plan

Foundation
Foundation forfor Creating
Creating Value
Value

Executive Director

April 2015: President, Japan Atomic Energy Agency (JAEA)
February 2015: Vice President, Director General of Technology Management,
Mitsubishi Heavy Industries (MHI) (Resigned March 2015)
June 2013: Managing Executive Ofﬁcer,
Director General of Technology Management, MHI
April 2009: Executive Ofﬁcer,
Deputy Director General of Technology Headquarters, MHI
April 1976: Joined Takasago Research Center, Technology Headquarters, MHI

Competent ministers
Minister of
Minister of
Education, Culture,
Nuclear Regulation
Economy,Sports, Science
Authority
Trade and Industry
and Technology

Policies
Policies forfor Creating
Creating Value
Value

Board of Executive Directors

Research and Development Sectors (Director General: Executive Director)
Givingadvice,reply toquestionsR&D evaluationcommittee

Sector of Fukushima
Research and Development

Sector of Nuclear Safety
Research and Emergency
Preparedness

Sector of Nuclear
Science Research

Sector of Fast Reactor
and Advanced Reactor
Research and Development

Sector of Nuclear Fuel,
Decommissioning and Waste
Management Technology
Development

Sector of Tsuruga
Decommissioning
Demonstration

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)13

Fountainhead for Sustainable and Appropriate Service Provision

JAEAʼs Budget Structure and its Evolution

Net Assets〇 JAEA has large-scale research facilities suchas research reactors. These are operated andmaintained with the highest priority on safety.

(1) Capital Stock(¥ million)

Items

Starting balance

Government investment

802,232

Increase in the ﬁscal year

Decrease in the ﬁscal year

0727

Ending balance

801,505

Private investment

16,29200

16,292

Total capital stock

818,5240

727

817,797

The capital stock (government investment) at the end of FY2020 was 801,505 million yen, of which the general account accounted
for 278,410 million yen and the power usage account for 523,094 million yen.

In the burial disposal business account, a gross proﬁt of 2,496 million yen was generated for the ﬁscal year. In accordance with
Article 21, Paragraph 4, of the Japan Atomic Energy Agency Act, this must be appropriated as a fund for burial disposal and related
operations in the next and subsequent ﬁscal years and need not be reported as appropriated retained earnings.
The reversal of reserves carried over from the previous Medium-/Long-Term Objectives period is a reversal of 87 million yen,
an amount equivalent to the cost incurred in FY2020 proportional to the accounting proﬁt (general account of 3,442 million yen)that was recorded prior to the Second Medium-Term Objectives period and carried over to the Third Medium-/Long-Term Objectives
period after obtaining approval from the Competent Ministers.

Sources of Revenue(1) Breakdown of Sources of Revenue

JAEAʼs main income is funding from the national treasury, namely government funding for operational grant (132,103 million yen)and subsidies (18,178 million yen). In addition, as self-generated income, JAEA acquired competitive funds (364 million yen) throughactive applications and obtained external funds (11,542 million yen) from government-related organizations for contracted researchand other research activities.

JAEA worked to secure new self-generated income by identifying research needs at external organizations, including conclusion ofincome-generating joint research contracts and active application to competitive research funds.
JAEAʼs main self-generated income is:･ Contracted research (11,542 million yen)･ Competitive research funding (364 million yen)
･ Joint research (154 million yen)･ External use of facilities (142 million yen)

Unit ¥ 100 million
1,600

1,437
38

1,400

1,200

<Examples of operating and maintenance costs>･ Maintenance and inspection costs ･ Utility costs･ Fuel production costs ･ Operation to manage negative-pressure･ Installation and maintenance of nuclear material protection systems

1,000

600

400

0

1,321

22

20

33
86

138

106

127

127

151

186

205

203

416

398

397

405

69

70

70

65

383

386

383

384

467

25

69
66
452

390

172

147

135

126

120

117

2015

2016

2017

2018

2019

2020 (FY)2016 Transfer of partial operations to National Institutes
for Quantum and Radiological Science and Technology< Examples of decommissioning costs>･ Treatment costs of spent fuel･ Dismantling costs of reactor peripheral facilities･ Retained earnings for waste disposal costs

From 2018: Monju decommissioning/
Transfer of Fugen spent fuelThe change between 2015 and 2016 was caused by the establishmentof the National Institutes for Quantum and Radiological Science and Technology.

Revenues from contract, etc.

〇 Many safety measures to meet the new standard
have been introduced since the Great East Japan
Earthquake of March 11, 2011. Measures to deal
with aging facilities have also been pursued toprevent a nuclear disaster.

Unit: ¥ 100 million

200

0<Examples of safety measure costs>･ Construction costs for tsunami countermeasures･ Costs of seismic strengthening work,
construction costs for tornado countermeasures･ Installation of water supply and power feeding system･ Updating of aged piping equipment

185

2015

156

158

148

2016

2017

2018

120

121

2019

2020 (FY)〇 Furthermore, we have been striving to secure
external funds such as revenues from contract, etc.
in addition to government funding for operational
grants, which are the basic revenue source.

Major decommissioning plans
Decommissioning processof Monju
March 2018 Approvalof decommissioning plan2018 - 2022 Fuel unloading

JRR-3▲February 26, 2021 Restart

Decommissioning process of Fugen
2018 - 2026 Transfer of spent fuels
2033 Completion of decommissioning

Monju

Basic Information

HTTR

Joyo
Oarai Research andDevelopment InstituteJapan Atomic Energy Agency

1,324

200

Research reactors under operationor preparation toward restart

14

1,296

497

800

The decommissioning of large-scale nuclear facilities
such as Monju, Fugen and the Tokai Reprocessing Plant can
reduce the total cost. But this decommissioning itself requiresa large expenditure.
The decommissioning budget has increased underthe 3rd Medium-/Long-Term Plan. Decommissioning is
an urgent issue and one of JAEAʼs main operational tasks.

Nuclear Science
Research Institute

107

1,320
28

105

〇 We proceeded with decommissioning basedon the Medium-/Long-Term Management Plan
for JAEA Facilities formulated in 2017 (P.16).

NUCEF(STACY)

102

1,294

Outcome of Value Creation(2) Explanation of Self-Generated Income■ General costs such as general administration costs ■ Personnel costs■ Equipment maintenance costs ・Supplies expense ■ Operating and maintenance costs■ Decommissioning costs ■ Safety measure costs
Special account budget for reconstruction

Currently, the Static Experiment Critical Facility (STACY),High Temperature Engineering Test Reactor (HTTR),
Experimental Fast Reactor Joyo, and other facilities are being
prepared for resumption of operation. We will aim to create
the unique research results that only JAEA can produce
in these facilities.

Foundation
Foundation forfor Creating
Creating Value
Value(2) Appropriated Retained Earnings, etc.

Government funding for operational grant
3rd Medium-/Long-Term Plan

Policies
Policies forfor Creating
Creating Value
Value

Net Assets, Sources of Revenue

Fugen

Dismantlingof reactor peripheral facilities

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)15

Fountainhead for Sustainable and Appropriate Service Provision

Status of Environmental Impact Reduction Activities
Environmental Management

Approach to “Nuclear Legacy”
Management of radioactive materials: Aiming to promote
more efﬁcient means of radioactive waste treatment anddisposal, we will conduct R&D on the reduction of the volume
and radiotoxicity of radioactive waste through partitioning andtransmutation technology.
Decommissioning evolution: We will optimize the entire
process of decommissioning including technology
development, and steadily advance with the safe, speedy,
and efﬁcient decommissioning of our various retired facilities
using state-of-the-art technologies.

The chart below shows how we plan and implement our environment-conscious activities in each ﬁscal year. The activity results
undergo review by the relevant committees, including the Environmental Committee, and are incorporated into the following yearʼsbasic environmental policy and environmental targets.
Results of FY2020 Environment-Conscious Activities
Major action

Formulationof an environmental
policy and targets
and compilingof activity results

Medium-/Long-Term Management Plan for JAEA Facilities
JAEA issued the Medium-/Long-Term Management Plan
for JAEA Facilities on April 1, 2017, in order to maximize
the use of resources and maintain and develop R&D functionsin the future. This comprehensive plan focuses on threeobjectives: selection and consolidation of JAEAʼs nuclear
facilities; measures to maintain the safety of facilities; andmanagement of back-end issues. The Medium-/Long-Term
Management Plan for JAEA Facilities is updated every ﬁscal
year based on progress. JAEA completed its response to
the new regulatory standards for the JRR-3 research reactor in* For the basic environmental policy, please visit the JAEA website. https://www.jaea.go.jp/about_JAEA/safety/ (in Japanese) (Safety assurance activities page)

FY2020 and resumed its operation in February 2021 in order topromote neutron science research. In view of the suspensionof the vitriﬁcation of high-level radioactive liquid waste, JAEA
regards safety measures for high-level radioactive liquid
waste storage facilities as a management issue to be urgently
addressed, and began work on improving safety measures atthe storage facility at the Tokai Reprocessing Facility in FY2019.
In addition, measures for aging and back-end measures were
implemented largely as planned.

Implementation of
measures required by
the Act on Rationalizing
Energy Use andthe Act on Promotionof Global WarmingCountermeasures

1Q

Apr.

May

2Q

Jun.

Jul.

Evaluate target achievement inprevious ﬁscal year and reportresults to Environmental Committee

Aug.

3Q

Sep.

Oct.

Promote environmentconscious activities basedon policy and targets

Nov.

4Q

Dec.

Jan.

Feb.

Foundation
Foundation forfor Creating
Creating Value
Value

More than 60 years has passed since the Atomic Energy
Basic Act of Japan came into effect in 1955, and various
facilities have completed their mission and are moving to thedecommissioning stage. Efforts to address back-end issues
have therefore become important.
JAEA has various facilities which have supported R&D on
nuclear science and technology and have completed their
mission. We also have various types of radioactive waste
generated through R&D. It is essential for us to steadily workon the nuclear legacy, radioactive waste management, anddecommissioning evolution in order to gain the trust of society
and make nuclear science and technology sustainable well into
the future.

JAEA regards consideration for the environment as a high priority in its operations, and has formulated Rules on Environmental
Management. In addition, under the basic environmental policy, we set environmental targets and proactively undertake
environment-conscious activities.
Moreover, to systematically promote environment-conscious activities, we have set up an environmental management framework,
which includes an Environmental Committee and a Meeting of Section Heads in Charge of Environmentally Conscious Activities.

Mar.

Evaluate activity results and formulate corresponding
plan for following ﬁscal year, including basic
environmental policy and environmental targets

Prepare periodic and other reports required by the Acts andsubmit them to national authority

Training session on
environment-conscious
activities

Organize training session on
environment-conscious activities

Training Session on Environment-Conscious Activities

Status of Training Session on EnvironmentConscious Activities

Selection
and Consolidation

Initiatives to Promote Energy-Saving Activities· Prioritizationof facilities· Cost reduction

Japan Atomic Energy Agency (JAEA) promotes environment-conscious activities for energy conservation. JAEAʼs research institutes*
at six locations are designated Energy Management Factories under the Act on the Rational Use of Energy (hereinafter “Energy
Conservation Act”). Accordingly, these research institutes promote energy-saving activities in line with Medium-/Long-Term Plans
drawn up based on the Energy Conservation Law. Other sites also engage in energy conservation efforts.

The Medium-/LongTerm Management Planof JAEA Facilities

Measuresto Maintain Safety

Managementof Back-End Issues· Decommissioning· Waste treatment
and disposal* Nuclear Science Research Institute (including J-PARC), Nuclear Fuel Cycle Engineering Laboratories, Oarai Research and Development Institute,
Fugen Decommissioning Engineering Center, Prototype Fast Breeder Reactor Monju, Ningyo-toge Environmental Engineering Center

Consideration for the Environment
In accordance with “the Act on Promotion of Contracts of National Governments and Other Entities Involving Due Care for Reductionof Greenhouse Gas Emission,” JAEA works continuously for environment-conscious agreements and procurement and on otheractivities relating to the input materials required for its operations. Additionally, JAEA sites proactively implement initiatives toimprove and beautify the environment inside and outside their compounds, such as planting trees and ﬂowers, weeding,and cleaning up.
JAEA implements its operations in an environment-conscious manner with a strong awareness of its corporate social responsibility.
* For detailed information on environment-conscious activities, please visit the JAEA website (Environmental Information).
https://www.jaea.go.jp/about_JAEA/environment/ (in Japanese)

16

Japan Atomic Energy Agency

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)17

Basic Information· Adaptation
to new regulations· Earthquake
resistance measures· Measuresagainst aging

Outcome of Value Creation

Every year, JAEA invites an external lecturer to give training and hosts a meeting to encourage
an exchange of views. These training sessions are expected to serve the purpose of promotion
and active implementation of environment-conscious activities propelled by JAEA bases and otherrelated organizations and improvement of the skills of relevant personnel.

* For details of the Medium-/Long-Term Management Plan for JAEA Facilities, please see
https://www.jaea.go.jp/about_JAEA/facilities_plan/ (in Japanese)

Policies
Policies forfor Creating
Creating Value
Value

Initiatives/Challenges for Sustainable Utilizationof Nuclear Science and Technology

Operational and Management Challenges, Risk Management Status and Countermeasures

JAEA implements risk management activities to reduce and prevent potential risks, including compliance risk
and incidents at nuclear power facilities.

Appropriate Contracting Practice (Ensuring Fairness, Transparency and Efﬁciency)
JAEA formulates a Procurement Rationalization Plan*1 for each ﬁscal year. According to this plan, we implement the plan-do-checkact (PDCA) cycle to promote autonomous and continuous rationalization of procurement and related activities, while ensuring
fairness and transparency.
We promote procurement of eco-friendly products*2, such as those designated under the Act on Promoting Green Procurement,in the interest of environmental preservation. We also purchase products preferentially from organizations supporting persons
with disabilities*3.

Following the FY2019 case of theft by a service contract worker in the Nuclear
Fuel Cycle Engineering Laboratories, in FY2020 JAEA steadily implemented risk
management activities prioritizing security, further strengthening governance ofcontractors and reducing risks by identifying, analyzing and assessing them andtaking measures based on the assessment.

PDCA Cycle in JAEAʼs Contracting Process

Check
Compliance training(Fukushima Head Ofﬁce)･ To promote competitive contracts andselect appropriate companies to invite
bids from, potential contracts undergo
prior review by the Contract Review
Committee, whose members include
external experts. This review checks
the reasons for using single tendering
and whether competitive bidding is
indeed unfeasible.

Compliance Activities

Organizational Chart of JAEA Risk Management Activity

Chairman President
Members

Risk Management Manager(Executive Directors and headsof departments)

Executive Vice President, Executive Directors
and heads of relevant departments

ReportingExpert Committee on Reported Incidents
Deliberation on and review of matters related to reported
incidents and compliance
Chairman Executive Director in charge of general affairs
Members･ Our main tool for procurement is in principle general competitive bidding. However, taking into account our highly specialized R&D operations that
require a high level of expertise, we make ﬂexible use of diverse contract types to ensure efﬁcient procurement that is also fair and transparent.

[The PDCA
of risk management activities]
P : Formulation of Risk Management
Promotion Policies by the President
D: Formulation of Risk Management Planfor Each Fiscal Year, Implementation of
Risk Response Plan in Each JAEA sector
C: Assessment by The Risk Management
Committee
A: Review of Risk Management Promotion
Policies for the Next Fiscal Year

Relevant Executive Directors, department heads
and lawyers

Collaboration
with Agency Lawyers

General Affairs Department

Secretariat to Risk Management Ofﬁce
Formulation of Risk Management Planfor Each Fiscal Year

Secretariat to Compliance
Activities

External Hotline

Reporting

Reporting

Risk Management Ofﬁcer (Director General of Each JAEA R&D Institute and Center, Director of Each Head Ofﬁce, etc.)18

Japan Atomic Energy Agency･ When conducting bidding, we strive to provide competitive opportunities to participants by not imposing unnecessarily strict entry conditions,creating easy-to-understand speciﬁcations, providing a sufﬁcient public notice period and posting our annual procurement plan on our website.
･ We also make efforts to increase the number of bid participants. As part of these efforts, we conduct questionnaire surveys to ask companies
that did not participate in the bidding about their reasons for not taking part. We post on our website “JAEA bid participation guide” that
explains the procedure for participating. For contracts involving a large amount of money, we hold a bidding brieﬁng session in advance topromote understanding of our speciﬁcations.

Efforts to Prevent Embezzlement･ An e-learning-based education and awareness campaign for all employees was conducted as a measure to prevent collusive rigging involving
government agencies.

Legal Consultation Hotline

Measures against New Coronavirus Infection
Legal advice
on various matters
Legal measures toprevent and resolve
legal issues

Each Sector within JAEA (Workplace)

In February 2020, JAEA established the JAEA Novel Coronavirus Response Headquarters led by the President, which decides on
action to be taken based on the policy of the national government and requests from local governments. Under this system, JAEA
continues its operations while taking all necessary infection prevention and control measures and adapting to the new lifestyle,including new ways of working such as working from home, staggered commuting hours, and online meetings. Speciﬁcally, JAEA
sites that have a nuclear facility have established a business continuity plan to ensure the safety of the facilities in emergencies
and implemented site-speciﬁc measures including restriction of entry to the central control room and dividing up the interior ofcommuting buses and common-use areas (e.g. canteens).

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)

Basic Information

Risk management andcompliance activities ineach JAEA organization· Efforts to cultivate
risk management andcompliance awarenessbased on annual plan
· Training

Internal Hotline

Efforts to Ensure Competitive Opportunities in Contracting Process*1 For details of the Procurement Rationalization Plan, please see the JAEA website.
https://www.jaea.go.jp/for_company/supply/contract/ (in Japanese)*2 For performance in the procurement of eco-friendly products, please see the JAEA website.
https://www.jaea.go.jp/for_company/supply/green/ (in Japanese)*3 For performance in the procurement of products from organizations supporting persons with disabilities, please see the JAEA website.
https://www.jaea.go.jp/for_company/supply/handicapped/ (in Japanese)*4 For information on the Contract Monitoring Committee, please see the JAEA website.
https://www.jaea.go.jp/for_company/supply/contract/committee.html (in Japanese)

Deliberation/review

Policy Planning and Administration Department

Outcome of Value Creation

Deliberation on matters related to risk management

Formulation of Risk Management
Promotion Policies

Do

Do
Implementation of Efﬁcient Procurement

Risk Management Committee

Supervisionof risk managementn･ We formulated the FY2020
Procurement Rationalization
Plan in June 2020 through review
and approval by the Contract
Monitoring Committee*4.

Ch
Compliance awareness poster(Coordinated activity
by National Researchand Development Agency Council)

Presidenttio

Procurement Rationalization
Plann･ The Contract Monitoring Committee,
which comprises the Auditors of
JAEA and external experts, checks
the implementation progress of
the Procurement Rationalization Plan
and carries out follow-up inspectionsof individual contracts.

Ac

Plan

Pla

In FY2020, JAEA utilized effectively a Compliance Guidebook based on internal incidents andthe instructional materials of other agencies produced in FY2019. Compliance training was provided
for new recruits and employees newly promoted to managerial level (3 courses with 232 participantsin total) and interdepartmental training sessions were held (545 participants in total) as part ofactivities to conﬁrm and consolidate compliance awareness.
We also worked to raise compliance awareness through other activities, such as participatingin the National Research and Development Agency Councilʼs compliance expert committee
and the compliance promotion month organized by the committee.

･ To ensure fair contracts, we incorporate
the results of follow-up checks andinspections into the following yearʼs planand individual contracts.

Foundation
Foundation forfor Creating
Creating Value
Value

Rigorous Review
and Monitoring Systems

ActionIncorporation of Inspection Results
into Following Yearʼs Planeck

Risk Management Activities

Policies
Policies forfor Creating
Creating Value
Value

Status of Risk Management

19

Operational and Management Challenges, Risk Management Status and Countermeasures

Promotion of Structural Reform under Strong Leadership of President
In order to steadily resolve its urgent management challenges, JAEA has been working on structural reform under the Presidentʼs ﬁrm
determination and leadership toward JAEA reform, with the core role played by the Smart Operation Promotion Ofﬁce established in
April 2019 as a control tower to promote speciﬁc activities.

Framework of Structural Reform
President

Board of Executive Directors

Instruction for organization
and reform

FY2020 saw much progress and achievement in activities, as shown in the table below, which fostered the spread of reform.
In particular, “Reform of employee awareness” and “Downsizing of operations and cost reduction” yielded major results inconsequence of efforts focused on priority items.
Meanwhile, some tasks are still in need of continuous effort. In FY2021, we will boost our activities to attain even further
quantiﬁable achievements.
List of Status and Achievement of Major Reform Tasks in FY2020
Category of task

Main activity item

Each department/
sector• Deliberation and decision of action plans• Follow-up of reform status

Main achievement• Motivation raising
Reformof employee awareness

Reform status reporting

Operation Reform Promotion Committee

Each department/
sector• Identification, categorization
and analysis of tasks• Formulation of draft action plans• Follow-up and evaluation of reform status

Removalof vertical divisions• Motivation Raising Campaign implemented.
Employee motivation was raised through facility tour and opinion exchange sessions(36 facilities, 230 participants), inter-organization opinion exchange sessions(118 organizations participated), etc.
• JAEA staff made posters “What is a customer?” and “Personnel cost” to raise awareness.

• Business operations focusedon customers and cost economy• Promotion of cross-divisional sharingof operations• Liaison meetings to promote cross-divisional sharing of technology and operations were
held for a total of 13 items. (Liaison meetings were held for 4 additional items.)• Job streamlining and introductionof information technology• Administrative departments (General Affairs, Personnel, Financial Affairs, and Contract
Departments) formulated and are currently implementing a plan for job streamlining,
introduction of information technology, etc. A total cost reduction of 520 million yen per
year* is expected.
• Regarding documentation, which uses over 20,000 written forms, transition to electronic
forms is in progress with the aim of full conversion to electronic format.
• Robotic Process Automation (RPA) was implemented for 15 items, which is expected to save
approximately 1,600 hours of labor per year.

・・・・・・

・Execution of reform

Downsizingof operations• Review of documentation
procedures• Introduction and spreading of RPA

Necessity of Structural Reform• Cost reduction through hearings

JAEAʼs environment is full of operational challenges, including aging facilities and equipment, increasing workload in waste
management and decommissioning, and a decreasing trend in the R&D budget and staff numbers. To overcome these issues,
it is imperative for JAEA to continue with reform by promoting elimination of inefﬁcient or wasteful activities, operational efﬁciency
improvement and operational consolidation, introduction of IT, and other initiatives.

Omnidirectional
cost reduction• Guidance on cost reduction, etc. was given in contract hearings at all JAEA bases,
which led to a total cost reduction of approximately 220 million yen across 20 items.
• A total cost reduction of approximately 14 million yen per year was realized through reviewof the lease lot area of liaison offices, reduction of the number of company-owned cars,
reduction of the number of photocopiers and fax machines, and other measures.

• Rationalizationof administrative expenses• Appropriate personnel procurement

Based on the outcome of activities pursued in FY2019, we summarized the reform
challenges to be tackled in FY2020, adding newly raised issues and tasks identiﬁed in
employee opinion exchange sessions and other opportunities.
Regarding challenges, we set priorities, formulate action plans clarifying “who” does
“what” and “by when,” and work as one on reform activities through cooperation with
relevant departments.
In promoting JAEA reform we quantify the outcome of activities where possible andadjust Action Plans as appropriate based on progress checking by the Operation Reform
Promotion Committee and opinions gathered from staff.

Streamliningof human resourcesrelated operations• Fluidization of same-type workforce• The employment method for new graduate engineering positions was changed toan agency-wide engineer and developer recruitment system(centralized recruitment process) to secure a wider variety of human resources.
• In the fields of safety and radiation management, nuclear material management,
construction and engineering works, and waste management and decommissioning,
initiatives to encourage exchanges among same-type human resources and personnel
pooling are being implemented.

Exit strategy• External disseminationof technology seeds• New technology information sessions and JAEA technology salons are being held topromote external dissemination of technology seeds.

• Acceleration of decision making• Regarding organizational downsizing, JAEA decided to discontinue 57 small organizations
with less than 10 members each (of which 49 were dissolved at the end of FY2020) to securemanagerial grade human resources.

Management reform* Includes reduction in personnel expenses (including indirect expenses) calculated at a rate of 8,000 yen per hour.

198(¥ million)

200

Liaison meetings for cross-divisional sharing of probabilistic risk analysis (PRA)
Simulation Technology Special Sub-Committee

Liaison meetings for cross-divisional sharing of SMR
Safeguards and nuclear security technology
development liaison meetings

Liaison meetings for cross-divisional sharingof robotics technology

Applied laser technology advancement liaison meetings

150
Motivation-raising campaign poster

100
50

182
Reduction of
number ofpeoplerequired foragreements,
digitization of
documentationand signing
procedures,
etc.

Analysis technology liaison meetings
Light water reactor utilization liaison meetings

1F Decommissioning Task ForceSevere accident study liaison meetings

Liaison meetings for radiation management-related departments

0General Affairs
Department

71

66

Revision of
personnel
system,review of travel
expenses, etc.

Use of IT ininspection of
goods,
introduction of
cashless fee
collection
systems, etc.

Personnel
Department

Financial Affairs
Department

Cost reduction through job streamlining, etc.

Introduction of
online orderingsystem,digitization ofcontract
examination
procedure, etc.

Contract
Department

Digitizable
proceduresca. 6,900
items
Undigitizedproceduresca. 20,800
items

Digitization promoted throughestablishment of systems, etc.
Waiting for revision of laws/regulations
or arrangement with external bodies
ca. 4,400 items

Number oforganizations
GeneralAffairs(sections)
Department

500
400

Downsizing by dissolving 57 sections

411 sections(Dissolving of 54 more
sections currently underconsideration.)

300
Difficult-todigitizeca. 13,600
items

Yet to beplannedca. 9,300
items

Under
consideration(to beimplemented
over next several
years)

Abolished procedures ca. 300 items

Digitization of documentation procedures

200

354 sections

100
0

Beforedownsizing

After
downsizing

・Accelerationof decision making
・Removal of vertical divisions
between organizations
・Cost reduction by centralized
managementof business activities

Organizational downsizing

Opinion exchange sessions among decommissioning-related departments
Liaison meetings to promote cross-divisional sharing of operations

20

Japan Atomic Energy Agency

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)21

Basic Information

Radioactive Waste Analysis Study Committee

Outcome of Value Creation

Execution and Reform Action Plans

Foundation
Foundation forfor Creating
Creating Value
Value

Presentation ofreform proposals

AdviceStatus checking
and reporting

Evaluation of Activities in FY2020 and Future Activities

Reporting

Smart Operation Promotion Office

Policies
Policies forfor Creating
Creating Value
Value

Operation Reform

Initiatives to Improve Sustainability of Operations

JAEA ensures the transparency of its operations by proactively communicating facility safety and otherinformation in addition to disseminating the outcomes of its R&D activities. At the same time, JAEA works tofoster mutual understanding with local communities and society as part of its efforts to earn their trust throughdialog activities, such as participation in exhibition events. JAEA has also promoted many online activities
during the COVID-19 pandemic.

Prompt and Proactive Provision andDisclosure of Information and Transparency

Science Cafés and Open Facility Days

Timely and Appropriate Press Releases
and Accurate and Easy-to-UnderstandInformation Dissemination

JAEA periodically holds lecture sessions on how to writepress release documents for its staff and encourages creative
expression to convey the writerʼs intent, aiming to improve
the rate of documentation. We have also opened a page on
the JAEA website and on social networking sites containing
an abstract version of press releases written in an easy-tounderstand manner.
(https://www.jaea.go.jp/study_results/representative/(in Japanese))
Sample of uranium compound for this experiment

Under a strong magnetic ﬁeld,
the superconductivity breaks.

The uranium compound URu2Si2,
maintains the superconductivity evenunder a strong magnetic ﬁeld.

Technology Exhibition Event

Web-Based Exhibition “Science AGORA”

To search anddevelop for new
superconducting
materials

Superconducting magnets usedin accelerators

Introducing JAEAʼs R&D outcome in an easy-to-understand manner.

Information Disclosure

Brieﬁngs on Activity Results

At the FY2020 session of the JAEA annual symposium, held
under the conditions of the COVID-19 pandemic, JAEA provided
a real-time online streaming service and had many more listeners
than in previous years. Around the main theme “Shaping
Innovation – Aiming for A New Revolution,” JAEAʼs efforts
towards innovation and nuclear utilization in the SDGs were
presented. During the “Talk Session,” issues relating to nuclear
energy R&D under COVID-19 conditions and the expectations
from JAEA innovation wereraised by well-informed
members of the public.

JAEA annual symposium

22Japan Atomic Energy Agency

Shared-use program for 11 major research facilities

JAEA Technology Salon (online)

TOPICS
Some of the technologies introduced
at the JAEA Technology Salon 2020
Corrosion-resistant pump for stable supply of solutions that easily produce precipitates
Environmental cleanup by “Super Nano Bone,” an adsorbent made from food waste bones
Metallic element adsorbent able to select particle size and pore diameter
Seismic risk assessment technology for large-scale facilities
Small and easy-to-handle radiation monitor for iodine thyroid dose
Material analysis technology using synchrotron radiation
Consolidating knowledge and expertise for the decommissioningof Fukushima Daiichi Nuclear Power Station
JAEAʼs decommissioning-related technology needs
In particular, “Super Nano Bone*,” with its unexpectedcombination of the topics “pig bones” and “nuclear,”achieved more than 60,000 views in 4 days after being
posted on social media and was featured in terrestrial
news programs.
* This hazardous metal adsorbent, made from food waste
such as beef and pork bones, was developed with a focus onstrontiumʼs tendency to accumulate in bone. It has signiﬁcantly
higher adsorption performance than the natural zeolite
adsorbent currently in use.
Small iodine thyroid dose monitoring system

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)23

Basic Information

JAEA responds promptly and appropriately to disclosure
requests as provided for in the Act on Access to Information.
JAEA also works to conﬁrm the objectivity and transparencyof its operations, including through the operation of a PublicInformation Committee composed of external experts to verify
the proper operation of its information disclosure system.
(https://www.jaea.go.jp/about_JAEA/information_disclosure/(in Japanese))* For details of industry-academia-government collaboration and the dissemination of R&D
results, please see the JAEA website: https://tenkai.jaea.go.jp (in Japanese)

Twitter to introduce R&D resultsby video clips

https://twitter.com/JAEA_en

Example of application of superconductivity:
Superconducting maglev

scheduled to be held twice, in Tokyo and Osaka, but to preventthe spread of COVID-19, both events were held online.
At various other exhibitions sponsored by organizations otherthan JAEA, we introduced JAEAʼs intellectual property andtechnologies and actively promoted their transfer to privatecompanies. We also put in place a system to promote joint
research with private companies for the practical application of
intellectual property owned by JAEA.
In addition to the above, in FY2020, we actively promoted
open innovation, and open science initiatives, continuing
the program for shared use by industry of large-scale researchfacilities, and researching a framework for the management
and sharing of research data based on the JAEA Data Policy.
The JAEAʼs R&D results (approximately 110,000 items
in total), including academic papers and patents released
by JAEA, can be viewed on the JAEA Originated Papers
Searching System (JOPSS).

Outcome of Value Creation

JAEA promotes direct dialog with all interested parties
through exhibitions to disseminate its research outcomes andparticipation in educational events such as science experimentclasses and science cafés. JAEA also conducts facility tours
through online video clips to provide the public withthe opportunity to directly observe and learn about its
operations, together with the opportunity to talk directlywith researchers.

Twitter to introduce PR magazines

As well as giving back R&D results to society, JAEA launches
initiatives that generate innovation. These include R&D projects
based on industry-academia-government collaboration,transfer of patents and other intellectual property,
shared use of facilities, and dissemination of information on
research results such as academic papers.
In FY2020, we carried out 226 new joint research projects and117 contract research projects with various bodies such as thegovernment, universities and private companies. In addition,
116 shared-use programs were conducted at JAEA-owned
facilities. Since 2018, we have hosted the JAEA Technology
Salon, where researchers give presentations on advanced
technologies and discuss with external experts issues in theirpractical application and the possibility of commercialization.
By inviting private companies from outside the nuclear ﬁeld
to attend, we aim to promote interdisciplinary research andthe use of R&D results. Indicative of the eventʼs success is that
we have been contacted for technical consultation on joint
research by private companies with which we had never had
contact before. In FY2020, the JAEA Technology Salon wasFoundation
Foundation forfor Creating
Creating Value
Value

JAEA actively provides and discloses information. In doing
so, we try to make information easy and clear to understandby converting it to knowledge and incorporating risk
communication techniques. When disseminating R&D results
and information at exhibition events, we use both paper media
such as public relations magazines and electronic media suchas social networking services (SNS) and utilize video clips
and effective photographs where possible to help people
understand the content of research that may otherwise appear
distant from daily life. Meanwhile, in the event ofan accident or a problem, JAEA distributes information
prioritizing promptness and accuracy.

Initiatives for Industry-Academia-Government Collaboration

Policies
Policies forfor Creating
Creating Value
Value

Public Consultation, Public Relations and Information Disclosure

Initiatives to Improve Sustainability of Operations

With a view to maximizing R&D outcomes and carrying out efﬁcient operations, JAEA has formulated

Policies
Policies forfor Creating
Creating Value
Value

Redefining the Organizational Concept
and Securing/Training Human Resources
Operations Respecting Individual Employees

a Human Resources Policy which sets out the ideal employee proﬁle and includes related career path policies.
By increasing employee motivation and improving their qualiﬁcations and capabilities in this way,
JAEA is promoting human resource development in a systematic and organized manner.

Promotion of Work-Life Balance

Ideal JAEA Employee Proﬁle

JAEA engages in a variety of activities to facilitate all its employees to fully develop their abilities by creating an environment where
employees can balance work and personal life.
In addition to a hotline established to answer questions about child care and nursing care-related systems, in FY2020, JAEA
commenced organization-wide trial operation of telecommuting to further develop the telecommuting system that was started
in FY2019 for employees engaged in child care and nursing care.
Further, we implemented initiatives to support child rearing, such as ﬁnancial aid for childminding fees using the system offeredby the national government.

“Genki! Ikukatsu Menu” for Balancing Work and Child Care

JAEA has in place a wide range of short-/long-term leave systems collectively called “Genki! Ikukatsu Menu” for both female and male
employees to balance work and child care.

Career Path Policies
JAEA formulates organizational training plans that reﬂect the actual circumstances of individual organizations. Based on
the organizational training plans, JAEA formulates a personal training plan for each staff member and holds annual training
interviews to provide follow-up and career path adjustment as necessary. In this way, JAEA endeavors to assist employees indeveloping a unique career that ﬁts individual skills and aptitude and works to improve the capabilities of each employee andtranslate the outcomes into improved performance for the entire organization.

Maternity leave
before childbirthMaternity leave
after childbirth

6 weeks

8 weeks

Short-term child-care leave
Child-care leave
Partial leaveFor
mothers

Early start/late start system, ﬂextime system
Exemption from overtime and holiday work
Exemption from late-night work

Special measures to avoid crowded
commuting hours

Limitation on overtime and holiday work
Limitation on late-night work

Foundation
Foundation forfor Creating
Creating Value
Value(1) Persons who understand JAEAʼs management philosophy and can implement it in a reliable and self-motivated manner(2) Persons who play an active role in the international community while demonstrating originality and an innovative mindset
in their respective areas of specialty(3) Persons who understand their respective role within the organizational structure and demonstrate a high level of expertise while
collaborating with others

Nursing-care leave for sick/injured children (special leave), accumulation of holiday leave

Reduction of workload, etc.
Additional breaks during working hours, health guidance and health checkups

Improving Performance Across the Organization
by Enhancing Individual Capabilities!

Limitation on overtime, holiday work, and late-night work

Duringpregnancy

Gain experience in a diverse
range of operations andbecome an active main player
in the workplace

Skill development stage

Managementtrack

14-15 years

Example activities: Support for acquisition of doctoral degree; basic
training for research positions; seminars on methodology for drafting
research papers; support for presentations at academic conferences;dispatch to overseas research and other organizations and overseas
nuclear study programs; utilization of cross-appointment system.

Seniormanagement
activity stage

Specialized field
track

Play active role as engineer, engaging in latest technology
development and operating cutting-edge facilities

Example activities: On-the-job training by senior colleagues at nuclear
facilities; encouragement of acquisition of government-sanctioned
qualifications and nurturing of legally required chief engineers;
dispatch to overseas research and other organizations and overseas
nuclear study programs.

20 years and more

Contribute to smooth execution of JAEA operations
and serve as bridge between specialists and society

Administrative
positions

Varioustraining
programs

Example activities: Experience of different administrative
operations through job rotation system; transfer to internationalorganizations or overseas offices and temporary assignment tocentral government ministries and agencies; improvement ofexpertise through participation in external seminars.

Activities to develop capabilities as a group of
specialists trusted by society

Example activities: Training for new employees; training for
mid-career employees; training for employees promoted to
managerial positions; basic and applied courses in nuclear
energy; practical business language training.

Our efforts to promote human resource development in a well-planned and systematic manner comprise on-the-job training,which provides guidance in each workplace on carrying out duties, and off-the-job training to complement on-the-job training.

Japan Atomic Energy Agency

6 years old

8 years old

8 weeks

Short-term child-care leave (special leave)Forfathers

Child-care leave
Partial leave
Early/late start system, ﬂextime system
Exemption from overtime and holiday work

Limitation on overtime and holiday work

Limitation on late-night work

Nursing-care leave for sick/injured children (special leave), accumulation of holiday leave

List of Leave Systems for Balancing Work and Family Care

JAEA offers the following extensive working, holiday, and leave systems to help balance work and family care: ﬂextime system;
nursing-care leave; short-term nursing-care leave; partial leave; exemption from and limitation on working extra hours; early/late startsystem; accumulation of holiday leave.

Promotion of Gender Equality and Diversity
JAEA engages in a variety of activities to promote gender equality with the aim of securing and utilizing a wide spectrum of humanresources (diversity).

･ Ratio of female employees newly employed in FY2020･ Ratio of female employees to all employees (as of April 1, 2021)

20.1％
11.3％

(1) Increased female recruitment: We engage in proactive public relations activities in our recruitment process, using female
recruiters to appeal to female students.
(2) Career development of female employees: Through mentoring and other systems, we aim to utilize female employees to serveas role models.
(3) Improvement of work environment: We are raising the awareness of both the employees who use the support systems andsuperiors and providing information in a more effective manner through public relations magazines and other means.
(4) Facilitating understanding of gender equality: We hold exchanges and other meetings to increase employee understanding of
our activities and aim to raise their awareness through means such as rank-based training.
Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)25

Basic Information

Framework of Employee Development

24

3 years oldPaternity leave (special leave)

Exemption from late-night work

Conduct original and innovative R&D
to carve out the future of nuclear energy

Engineering
positions

6 weeks

Career-specific progression stage
Skill application andtesting stage

Approximate
6-7 years
years ofservice* Example of a new university graduate

Research
positionsContribute to theorganization as a
specialist having
acquired a highskill level in theirrespective area

1 year old

Outcome of Value Creation

Gain basic
knowledge and work
to improve expertiseEngage in planning,
administration andother operations
utilizing management
skillsChildbirthPaternal child-care leave (special leave)

Initiatives to Improve Sustainability of Operations

Contribution to Regional Development

Implementation of the Strategy for International Cooperation

JAEAʼs Research Institutions contribute actively to regional development throughout Japan with provision of supporting scienceclasses at junior high schools, technological support of local companies and so on. JAEA also opens its facilities to the public andholds various events to deepen mutual understanding with local residents.

For JAEA to execute its mission, various forms of cooperation and partnership with the relevant nuclear organizations in othercountries and international organizations are essential. These include, among others, undertaking international joint research tomaximize R&D outcomes, expanding human networks through international contribution via such means as support for humanresource development efforts in other countries, and increasing the visibility of JAEA in the global nuclear community throughdissemination and international outreach of JAEA R&D outcomes.

Policies
Policies forfor Creating
Creating Value
Value

International Cooperation and International Contribution* The activities shown below are implemented while taking all necessary measures against new coronavirus infection.

Examples of Regional Contribution in FY2020

Nuclear Safety
Minor Actinoid (MA)Transmutation
European Commission (EC)
Nuclear Non-Proliferation/
Nuclear Security

HTGR,
and Material
Testing Reactor

Finland

RussiaUnited Kingdom
Decommissioning, Radioactive Waste
Management, and High Temperature
Gas-Cooled Reactor (HTGR)• An amendment to add cooperationin the ﬁeld of HTGR to the existingarrangement with the National
Nuclear Laboratory (NNL) was
signed in October 2020.
• An arrangement with the Ofﬁce
for Nuclear Regulation (ONR)
in the ﬁeld of HTGR safety was
signed in November 2020.

[Horonobe] Site tour for elementary
school students

Nuclear Non-Proliferation/Nuclear Security,
and Nuclear Spallation, etc.

Disposal of High Level
Radioactive Waste[Aomori] Science classat junior high school

China

Sweden
Disposal of High Level
Radioactive Waste

Switzerland

Nuclear R&D,
Nuclear Non-Proliferation/Nuclear Security,
and Radioactive Waste Management

United States

Next Generation Reactor,
Nuclear Fuel Cycle
and Radioactive Waste Management,
Nuclear Non-Proliferation/Nuclear Security,
and Nuclear Science

South Korea
Fast Reactor Safety, HTGR, andNuclear Non-Proliferation/Nuclear Security

Kazakhstan

Emerging Nuclear Countries in Asia and the Middle East

[Tsuruga] Consultation for technicalsupport from local companies(technological challenge
resolution promotion project)[Fukushima] Stafﬁng of a boothat a local eventat “Emiful Town Naraha”

Foundation
Foundation forfor Creating
Creating Value
Value

Poland(Personnel Training Support for Nuclear Safety and Security)
Research Reactor Utilization,
and Neutron Science
FranceAustralia

Fast Reactor, Nuclear Safety and Radiation Protection,
Nuclear Science, Decommissioning, and Issues related
to the Fukushima Daiichi NPS Accident, etc.
• An extension to the framework agreement for cooperation in
the ﬁeld of nuclear R&D with the French Alternative Energies
and Atomic Energy Commission (CEA) was signed
in December 2020.

[Tokai] Scientiﬁc experiment classfor elementary school students

Participation in R&D projecton Generation IV reactor systems

International
Atomic Energy Agency（IAEA）
Advanced Reactor, Nuclear Safety,
Safeguards and Nuclear Security, andDecommissioning and Radioactive
Waste Management, etc.

Organisation for Economic Co-operation
and Development/Nuclear Energy Agency(OECD/NEA）
Advanced Reactor, Nuclear Safety,
Nuclear Science, Decommissioning,
Radioactive Waste Management, andPersonnel Training• An agreementon the OECD/NEA Framework
for Irradiation Experiments (FIDES) was
signed in March 2021.

Preparatory Commission for
the Comprehensive NuclearTest-Ban Treaty Organization（CTBTO）

International Science andTechnology Center（ISTC）
Participation in cooperative
research projects

Contribution to the international
monitoring system to detect
nuclear test explosions[Ningyo-toge] Summer vacation craftingclass for elementary
school students

Events Organized by JAEA Overseas Ofﬁces（New initiatives using online platforms）
With attendance of key persons from the nuclear communityof the US and Europe

The Fourth Symposium on US-Japan Nuclear Energy
Research Cooperation (October 2020)

Showcased the outcome of 30 yearsof cooperation with EC/JRC in this ﬁeld
and presented prospects for future cooperation

Conﬁrmed the Japan-U.S. partnershipon nuclear R&D, including advanced reactor
technologies in the demonstration phase

26

Japan Atomic Energy Agency

Cooperation with the online course “Radiationand Earthʼs Journey” organized by the Japanese
School in Paris (May 2020)
Contribution to outreachon the signiﬁcance of nuclear energy andradiation to the younger generation,
who will play important roles in the future[Oarai] Science class at junior high school[Tokai] Participation in the cleaning event“Autumn Cleanup Campaign”

Activities for a New Test and Research Reactor at the Monju Site
Aiming to Create a New Center for Nuclear Researchand Human Resource Development
In November 2020, JAEA, Kyoto University, and the University of Fukui were adopted by MEXT as the core institutions ofa commissioned project (FY2020-2022) to create a conceptual design for a new test and research reactor at the Monju site and to
make proposals for its operation.
In FY2020, in addition to the abovementioned conceptual design and operation proposals, a borehole investigation was
launched at the candidate site. In addition to the core institutions, a consortium consisting of academia, industry, and related localorganizations was established and the ﬁrst meeting of the consortium committee was held in March 2021 to collect and summarize
a wide range of opinions from within the consortium. In parallel with the borehole investigation, work on the conceptual design andthe operational proposals will proceed with reference to the opinions of the consortium committee.

* Please visit our website for details of the Strategy
for International Cooperation (in Japanese).
https://www.jaea.go.jp/about_JAEA/international_strategy/

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)27

Basic Information

Co-organized with EC/Joint Research Centre(JRC) as a side event of the 64th IAEA General
Conference “Achievement and Future Direction –30th Anniversary of Cooperation between EC/JRC
and JAEA in Nuclear Nonproliferation and Security”
in September 2020

Other initiatives[Tono] Participation in the online event“A Day to Learn Science in TOKI”

Outcome of Value Creation

The Generation IV International Forum（GIF）

Outcome of Operations and Resources Required

This item includes content realized by implementation of other matters, and the amounts recorded
as administrative costs are as recorded for those other matters.

Basic Safety Management Policies* For the Basic Safety Management Policies, please visit the JAEA website.
https://www.jaea.go.jp/about_JAEA/safety/(in Japanese) (Safety assurance activities page)

Basic policy on safety
and health management

Quality management policy
on nuclear safety

Basic Safety Management
Policies
Action policy to foster
a nuclear security culture

Action policy to ensurecompliance with laws andregulations at nuclear facilities

Following an accident or a problem, JAEA undertakes activities
to prevent occurrence of similar events (agency-wide sharing oflessons learned). In FY2020, in addition to the existing agencywide sharing of information, JAEA created educational video
clips with subtitles giving a visual demonstration of wrong
practice in the response to an accident or emergency to facilitate
staff understanding, and shared the clips on the intranet.

In April 2019, JAEA received instructions from the Ministerof Education, Culture, Sports, Science and Technology titled“Future measures to prevent accident or problem recurrence
following the contamination accident in the controlled areaof the Nuclear Fuel Cycle Engineering Laboratories.”
In accordance with the instructions, in FY2020, JAEA started
operation of relevant measures it had formulated.

Efforts to Organize and Prioritize Aging Facilities for Utilization
As JAEA started its R&D operations in the 1960s, many of
its facilities and equipment items have aged. These older
facilities and equipment items pose safety risks and need to be
categorized; in other words, these facilities must be grouped
into those we will continue to use and those we will no longer
use and have to decommission. After assessing the risk,

we systematically implement the necessary measures.
We conducted risk assessments again in FY2020, andimplemented relevant activities for these facilities by
incorporating plans to address aging into the Medium-/LongTerm Management Plan for JAEA Facilities, thus reducing risk.

Ensuring Safety Above All Elsethe plan-do-check-act (PDCA) process. In addition, by instillingrecognition of the importance of pre-determined routine
actions at each individual workplace, we promote pre-work
activities such as risk assessments and hazard prediction
activities.
In conducting R&D, JAEA speciﬁes safety assurance as
the basis of its management and operations. These initiatives
contribute to fostering a sense of safety and security in national
and local communities.

Activities to Develop and Maintain a Safety Culture
JAEA ofﬁcials undertook safety patrols and exchanged
opinions with staff at JAEA sites to promote information
sharing and mutual understanding between management andstaff. Each JAEA site held a safety gathering with participationof operating partners, a safety and health patrol by the director
general, sensory-based safety training to enhance the risk
awareness of workers, and other related activities as ongoing
efforts to improve the safety consciousness of persons involved
in JAEA operations.
Additionally, in FY2020, with account taken of the state ofaccidents and problems that had occurred, we ran a Special

Safety Activity Campaign for the primary purpose of instillingthe importance of following pre-determined rules and routine
actions in the framework of agency-wide efforts to prevent
occurrence of accidents and problems. Speciﬁcally, we provided
sensory-based training using virtual reality (VR), displayed
safety information newsletters, implemented workplace patrols,checked hold points, and conﬁrmed the practice of pointing andcalling, reporting, communicating, consulting, and performing
work using a check sheet. We will continue these activities toprevent occurrence of accidents and problems.

Sensory-based training to enhance risk awareness28

Japan Atomic Energy Agency

Stepladder safety training

To be prepared for crises such as nuclear facility accidents/
failures and natural disasters, we periodically implement
the necessary training and drills.
In FY2020, we conducted a total of 14 drills in which
a JAEA facility was assumed to be the source of an emergency.
In comprehensive emergency preparedness drills held at
the research institutes subject to the Act on Special Measures
Concerning Nuclear Emergency Preparedness, we conducted
exercises on sharing information via the Integrated Emergency
Preparedness Network that links JAEA and the Secretariat of
the Nuclear Regulation Authority, with the aim of reﬁning
the system for sharing and sending out information. In addition,
during the comprehensive emergency preparedness drills at
the Prototype Fast Breeder Reactor Monju and the Nuclear
Science Research Institute, we conducted drills that incorporated
support from other JAEA sites and conﬁrmed the support
system of the entire organization.

Comprehensive Emergency Preparedness Drills in FY2020(Participant ﬁgures do not include participantsof evacuation drills only or drill evaluators)
September 8, 2020
Nuclear Fuel
Cycle Engineering
Laboratories

October 13, 2020
Fugen
Decommissioning
Engineering CenterFebruary 9, 2021
Prototype Fast
Breeder Reactor
Monju

ca. 260

ca. 150

ca. 160

September 29, 2020
Ningyo-toge
Environmental
Engineering Center

November 10, 2020
Oarai Researchand Development
Instituteca. 240ca. 310

March 26, 2021
Nuclear Science
Research Instituteca. 210Maintenance of Emergency Response Systems
We operate and maintain emergency response systems(e.g. teleconferencing and broadcast fax systems) to enable
us to unfailingly share information within JAEA and send out
information to external parties.
With speciﬁc regard to the Integrated Nuclear Emergency
Preparedness Network, which is important in sharing
information with the Japanese government, we conductedperiodic connection testing to ensure availability of services
in the event of a nuclear emergency. In addition, in FY2020,

for the purpose of bypassing any communication failure andensuring information sharing during emergency response,
we established a teleconferencing system using a dedicatednetwork at the research institutes subject to the Act on Special
Measures Concerning Nuclear Emergency Preparedness andrelated Head Ofﬁces, etc. (three locations). Through these
activities, JAEA endeavored to maintain and improvethe crisis management and response capabilities
for the entire organization.

Heavy object safety training

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)

29

Basic Information

Clothing check, pointing and calling

Implementation of Training and Drills at Nuclear Facilities

Outcome
Outcome ofof Value Creation
Creation

As Japanʼs only comprehensive R&D institute in the ﬁeld of
nuclear energy handling radioactive materials, JAEA is required
to demonstrate extremely high levels of safety and reliability.
To that end, JAEA has formulated basic policies on safety,
quality, and nuclear security, and conducts its business placing
safety above all else.
Each JAEA site undertakes activities in accordance withthe basic policy on safety and health management andthe quality management policy on nuclear safety. Each site
also seeks continuous operational improvement by repeating

Foundation for Creating Value

In its Basic Policy, JAEA speciﬁes ensuring safety as
the utmost priority for its management and operations.
In addition, based on the Basic Safety Management
Policies, JAEA thoroughly ensures the safety of its
facilities and operations and the proper control of
its nuclear materials, and ceaselessly works on
the development and maintenance of a safety culture
and a nuclear security culture.

Agency-Wide Sharing of Lessons Learned from Accidents and Acting on Such Lessons

Policies
Policies forfor Creating
Creating Value
Value

Measures to Be Taken for Attaining Targets Concerning
Business Operations with Placing Top Priority on Safety

・Sector of Fukushima Research and Development
Okuma Analysis and Research Center
Radioactive Material Analysis and Research Facilities
Laboratory-1 Construction Site Floor 1
North Ventilation Facility Room (non-controlled area) (April 30)
・Oarai Research and Development InstituteSodium Analysis Laboratory
Radioactive Material Handling Room B (controlled area)(September 10)
・Nuclear Science Research InstituteFusion Neutron Source Building (FNS Building)Fire Hydrant Pump Room (non-controlled area) (October 7)・Ningyo-toge Environmental Engineering Center
General Management Building Floor 1
Control Room (non-controlled area) (November 9)https://www.jaea.go.jp/news/incident/(in Japanese)

Activities Based on Quality Management Policy on Nuclear Safety

Japan Atomic Energy Agency

The President himself periodically receives and reviews activity
reports from each facility to ensure the effectiveness of safetyrelated activities at our nuclear facilities and to improve ourquality management system and security operations. In FY2020,
two management reviews were held with participation of senioradvisors (external specialists), at which the challenges andevaluation results of quality assurance activities were reported
to the President. As regards improvement instructions fromthe President, decisions were made on improvements necessary
for the inspection program reviewed in FY2020 to take root,

taking into account comments from Senior Advisors, andimprovement activities were rolled out at each site.
Through these continuous
improvement activities(PDCA cycles), JAEA
endeavored to achieve,
maintain, and improve
the safety of nuclear facilities.
Management Review by the President at
the end of FY2020

Activities based on Action Policy to Foster a Nuclear Security Culture and Action Policy
to Ensure Compliance with Laws and Regulations at Nuclear Facilities- Initiatives for Nuclear Security and Safeguards to Ensure Peaceful Use of Nuclear Energy
JAEA steadily promotes “nuclear security,” which is designed
to prevent the theft of nuclear fuel materials or radioactive
materials and the sabotage of nuclear facilities by terrorism
or other antisocial activities, in accordance with relevantlaws, regulations, and standards. To that end, we steadilyenhance our safeguards including effective operation of
the “trustworthiness determination program*” to reduce
relevant risks. Also, to guard against the cyber-terrorism
activity that has drawn attention lately, JAEA has been taking
appropriate measures following government guidelines, etc.
JAEA works for appropriate management of nuclear
materials in line with relevant laws, regulations andinternational agreements. In addition, to demonstrate
the transparency of its use of nuclear materials, JAEA provides
the Japanese government and the International Atomic Energy
Agency (IAEA) with information on the state of its nuclear
material management and facilities. For these activities,

the Japanese government and IAEA conduct nuclear
veriﬁcations (safeguard inspections) to check that nuclear
materials are properly managed. JAEA openly accepts andcooperates in the veriﬁcation activities.
Nuclear security and safeguards are also extremely
important in decommissioning, since the condition of facilities
under decommissioning changes by the second. JAEA will
ensure steady implementation of the necessary action throughprior consultations with the Japanese government and IAEA.
Through these activities, JAEA continuously strives to maintainand improve its nuclear security ability and the transparency of
its nuclear material management.
* Trustworthiness determination program: As one of the measures against
threats from employees and other insiders, this program investigates
the identity, career, possible terrorist connections and other backgrounddetails of individuals who have access to the designated inner areas of
nuclear facilities and handle conﬁdential information on physical protection
so as to exclude the risk of sabotage.

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)31

Basic Information

30

The committee met 11 times in FY2020 to discuss a total ofnine matters, including applications to change the operating
license of nuclear facilities and applications for approval of
decommissioning plans. In addition, we shared informationfrom an analysis of trends in the cause of the accidents andproblems that occurred in FY2020, and proceeded withinitiatives to ensure safety through close collaboration between
the Safety and Nuclear Security Administration Department
and each JAEA site.

Management Review by the President

Outcome
Outcome ofof Value Creation
Creation

inspections in FY2020 found no violation of safety regulations
or recommendations, indicating proper operation of
the quality management system in compliance withthe changed requirements.
Regarding the challenges and issues identiﬁed during
the operation of the new quality management system, we havebeen making continuous improvements through discussions
among relevant parties
within JAEA, including
review of the JAEA
standard guidelines andtheir incorporation into
procedures at JAEA sites
to maintain and improve
quality control pertaining
to nuclear facilities.
Periodic nuclear operator inspection

Agency-Wide Safety Review and Quality Assurance Committee
We operate an Agency-wide Safety Review and Quality
Assurance Committee to deliberate on the safety reviews
required for licensing of nuclear facilities and basic mattersrelated to quality management activities throughout JAEA.
In FY2020, we improved the efﬁciency of the committeeʼsdeliberations and ensured appropriate licensing proceduresby preparing a summary sheet to check the completeness ofrequired items such as technological standards and regulations
and entries in licensing application forms.

licensing applications throughout JAEA, we periodicallyheld safety review and response liaison meetings and shared
information about the state of review by the Secretariat of
the Nuclear Regulation Authority and recommendations.
We promoted resolution of issues through discussions andarrangements with the Secretariat of the Nuclear Regulation
Authority, by holding periodic meetings with the safety
regulation managers of the Division of Licensing for Research
Reactors, Use of Nuclear Material, Secretariat of the Nuclear
Regulation Authority.
Regarding the New Inspection Program that started in April
2020, we made applications for licensing based on revised
regulations and for changes in the operational safety programsand decommissioning plans, and obtained approval for all
operational safety programs.

For detailed information on accidents and problems
released to the press, please visit the JAEA website.

○ Accidents and problems

JAEA has a quality management policy on nuclear safety inaccordance with the operational safety program of reactors andother facilities and ensures proper operation and continuous
improvement of safety-related activities under this quality
management system.
In FY2020, in response to changes to quality management
system requirements associated with the revision of relevantlaws and regulations in April 2020, JAEA revised its quality
management plan and relevant procedures and implemented
initiatives pertaining to the development and maintenanceof a safety culture. In addition, JAEA launched activities tocontribute to further improving the safety of nuclear facilities,
including independent inspections such as periodic nuclear
operator inspections, free access to workplaces for nuclear
regulatory inspectors, and operation of improvement activities
under a corrective action program (CAP). Nuclear regulatory

Regarding certiﬁcation of compliance with the new regulatory
standards triggered by the accident at TEPCOʼs Fukushima
Daiichi Nuclear Power Station, the JAEA Japan Research
Reactor (JRR-3) passed the pre-use inspection and periodic
nuclear operator inspection in FY2020, and resumed operationin February 2021.
For the High Temperature Engineering Test Reactor (HTTR),
Static Experiment Critical Facility (STACY), and Experimental
Fast Reactor JOYO, we continued reviewing the process forapplication to change the operating license, and HTTR andSTACY obtained permission to change the reactor installation
license in June 2020 and August 2020, respectively. As for JOYO,a review team was formulated in the Secretariat of the Nuclear
Regulation Authority, and started hearings in August 2020.
To enhance the agency-wide functions pertaining toFoundation for Creating Value

The number of accidents and problems JAEA reported in
FY2020 was 29 and on a decreasing trend (29 in FY2019 and
40 in FY2018). Although none of them required reporting
pursuant to the Act on Regulations of Nuclear Source Material,
Nuclear Fuel Material and Reactors, four cases of ﬁre occurred
as shown on the right. Regarding the ﬁre at the Sodium
Analysis Laboratory (controlled area) of the Oarai Research andDevelopment Institute and the ﬁre at the Fire Hydrant Pump
Room of the Fusion Neutron Source Building (FNS Building) of
the Nuclear Science Research Institute, we received instructions
from the Fire Fighting Headquarters of Oarai Town andthe head of the Fire Fighting Headquarters of the HitachinakaTokai Regional Union Ofﬁce, respectively, and submitted
reports summarizing recurrence prevention measures.
JAEA was found by nuclear regulatory inspections to haveno violation of safety regulations and received no corrective
recommendation from the Labor Standards Inspection Ofﬁce.
There were eight injury incidents requiring lost workdays(including four incidents during commuting).

Compliance with Regulatory Standards and Response to Changes in Inspection Program

Policies
Policies forfor Creating
Creating Value
Value

Occurrence of Accidents and Problems

Outcome of Operations and Resources Required

The cost of this R&D was 16,907 million yen (operations expenses 15,824 million yen and contracted
expenses 1,046 million yen). The revenues recorded as funding for the R&D included revenues fromgovernment funding for operational grant (10,581 million yen) and revenues from subsidies, etc. (2,971

Involvement of
JAEAʼs technology
developmentin the overall
decommissioning
process

Accident Progression Evaluation:
Provide information that contributes to the study offuel debris removal methods and treatment/disposal
methods by conducting simulations and mock tests
using calculation codes.

December 2011

Decommissioning
Process*

million yen). The administrative cost, calculated by adding extraordinary loss (115 million yen) and otheradministrative costs (1,001 million yen) to this cost, was 18,030 million yen.

Demonstration Test:
Provide a place for demonstration(mock-up) tests for fuel debris
removal.

November 2013

Phase 1
Period until startof spent fuel removal

Environmental Monitoring:Contribute to measures against harmful rumors
by continuously monitoring radioactive materials
in the environment and disseminating accurate and easyto-understand information.

The Sector of Fukushima Research and Development conducts R&D to promote the decommissioning of TEPCOʼs Fukushima Daiichi
Nuclear Power Station (FDNPS), as well as environmental restoration after the FDNPS accident.

Policies
Policies forfor Creating
Creating Value
Value

R&D Pertaining to the Response to the Accident
at TEPCOʼs Fukushima Daiichi Nuclear Power Station

Fuel debris Characterization:
Analyze the fuel debris and provide information thatwill contribute to the study of future treatment anddisposal methods and to improving the efﬁciency offuel debris removal.

March 2021
(Present)

Phase 2
Period until startof fuel debris removalRadioactive Waste Characterization:
Analyze samples of radioactive
waste and provide information that
contributes to the consideration oftreatment and disposal methods.

30-40 years
from cold shutdown
Phase 3
Period until completionof decommissioning* This process is based on“An important story about
decommissioning 2021
(Presented by METI).”〇 Establishing an analysis system for radioactive waste and fuel debris
that integrates JAEA and other organizations.
Planning/Outcome Construct facilities for analysis and research of radioactive waste

Towards the decommissioning of the FDNPS, R&D has been carried out on fuel debris removal, accident progression analysis
technology for evaluation of post-accident reactor conditions, waste management, remote sensing systems, environmental science,and environmental monitoring. An “R&D map for basic and fundamental research” has been developed to obtain an overview of
future research tasks at the FDNPS. The map is progressing as a collaborative project with domestic
and international institutes for innovative research contributing to FDNPS decommissioning.
In addition, CLADS is soliciting applications for the “Nuclear Energy Science & Technology and
Human Resource Development Project” to promote research that contributes to resolving nuclear
issues and human resource development through industry-academia collaboration. With the CLADSMain Building in Tomioka Town as the core site of the project, we are systematically promoting theconcentration of expertise and the development of human resources through collaboration with
Simulated fuel melting test
domestic and overseas research institutes, universities, and industry. In the ﬁeld of research related
to the environmental remediation of Fukushima, CLADS is collaborating with Fukushima Prefecture
and the National Institute for Environmental Studies at the Fukushima Prefectural Centre forEnvironmental Creation (Miharu Town and Minamisoma City).
Fukushima Environment Database and Knowledge Base (FaCE!S): https://fukushima.jaea.go.jp/ceis/en/index.html

The Okuma Analysis and Research Center started operation before the evacuation zoneof Okuma Town was lifted in March 2018. The center, based in the Administrative Building,is currently working to construct facilities and train engineers for deployment after the startof operations. The center is steadily constructing the facilities in cooperation with relatedorganizations, and is collaborating with one other sector (Ibaraki area) and Tokyo Electric Power
Company Holdings (TEPCO HD) on the engineer training.

and fuel debris.

For the decommissioning of FDNPS, as operations are expected to require robots and other remote-controlled technology due tothe high radiation dose rate, various test facilities for the development and demonstration of remote-controlled equipment havebeen installed and user activity about remote-controlled technology development is in progress at NARREC in Naraha Town,
Fukushima Prefecture.
As a technical demonstration for FDNPS, the International Research Institute for Nuclear Decommissioning (IRID; a user of NARREC)
has started preparations for a full-scale mock-up test of fuel debris removal. In addition, a virtual reality system is being developed
and FDNPS data is being sorted and made available for lending to support information sharing on
the decommissioning work and the researching and drafting of operational plans. NARREC is also
developing a robot simulator and has made part of the results available to the public.
In addition, the number of visitors to NARREC reached 20,000 in December 2020, and the robot
operation training program launched in 2019 is used by high schools in Fukushima Prefecture,
universities, and companies. NARREC is contributing to the promotion of understanding of
the decommissioning of FDNPS and the development of human resources who will lead the next
generation.
Virtual reality system

Okuma Analysis and Research Center

Administrative Building

Laboratory-1

The results of the analysis at the Okuma Analysis and Research Center will be used to development such as studiesof radioactive waste treatment and disposal methods and fuel debris removal methods.

〇 Developing remote technologies necessary for decommissioning;
contributing to regional revitalization and human resource development.
Planning/Outcome Create a mock-up test facility for remote technology related

to FDNPS decommissioning.

With the lifting of the evacuation zone in Naraha Town in September 2015, NARREC
started operation as the ﬁrst facility in the decommissioning ﬁeld of the Fukushima
Innovation Coast Initiative. NARREC has seen active testing and facility utilization, mainly bycompanies and academic research institutes related to FDNPS decommissioning, including
Robot operation training program for local students
mock-ups of fuel debris removal tests conducted by the International Research Institute for
Nuclear Decommissioning (IRID), with approximately 60 utilizations per year. In the future, we will also focus on reducing radiation
exposure at the FDNPS decommissioning site and on research and development for locating radiation sources.
Outcome

By conducting mock-up tests and developing technologies, NARREC will contribute to the promotionof FDNPS decommissioning and the improvement of worker safety and work efﬁciency.

〇 Integrating results to reveal the entire extent of the linkage between
the causative factors and the actual situationof land contamination in Fukushima.
Planning/Outcome Consolidate and analyze knowledge on
environmental dynamics and monitoring from immediately after
the FDNPS accident up to the present.

Since the FDNPS accident, many studies on the behavior andeffects of radioactive materials discharged into the environment havebeen conducted and their results have been reported, but each ofthese studies presents only one part of the results for one period oftime. In order to get a complete picture of the environmental recovery,
CLADS collaborated with Tsukuba University and others to undertakea comprehensive compilation of more than 210 research papers onterrestrial environmental monitoring in Fukushima, analyzing andevaluating particularly the mechanism of terrestrial contamination
by radioactive cesium-137.

Diagram of Cs transfer on land

Basic Information

On a site adjacent to FDNPS, the Radioactive Material Analysis and Research Facilities are now under construction, where radioactive
waste and fuel debris from FDNPS will be analyzed and researched to assist in the facilityʼs decommissioning. The Administrative
Building has been in operation since March 2018 and is in use as a base for the designing of Laboratories 1 and 2, and for activities
to prepare for the start of operations, such as training of analytical technicians.
Construction of Laboratory 1, where radioactive waste will be analyzed, is progressing
steadily. Laboratory 2, where fuel debris and so on will be analyzed, is in the process
of ofﬁcial authorization.

OutcomeLaboratory-2

OutcomeScientists around the world will be able to understand the contamination mechanism from the early stagesof the FDNPS accident and use this information to predict future accident situations.

Rendering of Okuma Analysis and Research Center

32

Japan Atomic Energy Agency

Outcome
Outcome ofof Value Creation
Creation

Naraha Center for Remote Control Technology Development (NARREC)

Practical training
in Ibaraki area
(Nuclear Science Research Institute, Nuclear Fuel Cycle Engineering
Laboratories, and Oarai Research and Development Institute)Foundation for Creating Value

Collaborative Laboratories for Advanced Decommissioning Science (CLADS)

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)33

Outcome of Operations and Resources Required〇 Gain of new ﬁndings from analysis of the accident
at the Tokyo Electric Power Company Holdings Fukushima Daiichi Nuclear Power Station (1F)
3rd Medium-/Long-Term Plan

The cost of this R&D was 6,970 million yen (operations expenses 3,653 million yen and contracted

expenses 3,309 million yen). The revenues recorded as funding for the R&D included revenues fromgovernment funding for operational grant (3,152 million yen) and revenues from research contracted

2015
1F accident analysis

2016

2017

2018

4th Medium-/Long-Term Plan

2019

Pipe flow analysis, Aerosol deposition analysis(Provided information to the interim report*3)
Physicochemical
analysis of 1F samples

Research Areas Covered by Nuclear Safety Research Center
PublicNuclearfuel cycle• Development of methodologies for risk

evaluation of light water reactors• Elucidation of mechanism on fuel failure
and thermal hydraulic phenomenon
under not only design basis but also
beyond design basis accident• Effect of external events and irradiation
environment on structure andcomponents• Assessment of environmental impact

ARC-F project (as operating agent)

Outcomeand effectiveness of emergency
response

reprocessing plant insevere accidents• Evaluation of critical safety• Development of safeguards
analysis methods

New project

Planning/Outcome It is expected that a range of beneﬁcial knowledge will beAnalysis results of Unit 3
obtained to ensure and continuously improve the safety of light water reactors
Analysis results of Unit 2
by estimating accident scenarios through simulation of the 1F accident andAnalysis results of Unit 1
by analyzing the causes of occurrence of each scenario. At the Nuclear Safety
Noble gas release
Research Center, an integral severe accident simulation code, THALES2/
I
releasefrom stack
KICHE, has been developed and applied to the analysis of the progression
CsI release from R/Bof the 1F accident and of the types, amount and timing of release to
CsI release from stack
the environment of radioactive materials (source terms). The results ofOrganic iodine release from stackthe simulation were shared in the OECD/NEA Benchmark Study of
the Accident at the Fukushima Daiichi Nuclear Power Station (BSAF) project.
Several articles summarizing the outputs of the simulations by the partners
Organic iodine releasefrom R/B (reactor building)of the BSAF project were issued jointly with the project partner experts.
Additionally, at the request of the Committee of Accident Analysis ofElapsed time after reactor scram due to earthquake (hour)
Fukushima Daiichi Nuclear Power Station at the Nuclear Regulation Authority
Results of analysis for source terms at 1F accident with THALES2/KCHE codeof Japan, a series of analyses at the facilities of the Nuclear Science ResearchInstitute of JAEA were carried out to study concrete rubble samples fromthe reactor building containing radioactive material deposits and water samples taken from a pool in the migration pathway of
the radioactive materials. Based on the analysis, insights into the composition of the radioactive materials released fromthe containment vessels and other data were presented in the Interim Report on Investigation and Analysis of the TEPCO Fukushima
Daiichi Nuclear Power Station Accidents* prepared by the Committee. This content was also shared in the OECD/NEA Analysis ofInformation from Reactor Buildings and Containment Vessels of Fukushima Daiichi Nuclear Power Station (ARC-F) project operated
by JAEA. We intend to continue the foregoing simulation and analysis to obtain new ﬁndings relevant to ensuring and continuously
improving safety, and to steadily progress with the development of younger human resources and the transfer of techniques and skills.

• Evaluation of emergency exposure• Source term evaluation of

BSAF and BSAF2 project2* https://www.nsr.go.jp/data/000345595.pdf (in Japanese)

Nuclear fuelfabrication facility

Nuclear fuelreprocessing plant(Provided information to the interim report*3)

Disposal facility

Radioactive
waste

Waste
management• Safety assessment for decommission-ing of nuclear facilities, storage anddisposal of radioactive wastes

Indicated in red: Focused research field

It is anticipated that these outputs could be contributory in areas such as regulatory decision making for reactor safetyassessment and in-depth investigation of 1F accident scenarios.

〇 Enhancing national emergency preparedness and organizational response capacities
by promoting training and drills with ﬂexible COVID-19 countermeasures
Planning/Outcome We utilized teleconferencing and e-learning systems andalso conducted workshops with thorough COVID-19 countermeasures toachieve signiﬁcant development of capability, under the conditions of
the epidemic, in emergency responders including ﬁreﬁghters, police,
and national and local government ofﬁcers. We also supported the planning,
implementation and review of the nuclear emergency drills performed by local
governments and by emergency monitoring centers to enhance emergency
preparedness and organizational response capacities.

Outcome
Outcome ofof Value Creation
CreationLight water reactor

Analysis of rubble and contaminated water samples

Foundation for Creating Value

To provide the technical basis for the Nuclear Regulation Authority, the Nuclear Safety Research Center conducts multifacetedand comprehensive research on nuclear facilities such as light water reactors and nuclear fuel reprocessing plants. It is currently
recognized that risk-informed decision making (RIDM) is an effective measure to enhance the safety of nuclear facilities, and we havetherefore launched a practical and comprehensive study to utilize risk information on nuclear facilities based on the probabilistic
risk assessment (PRA) methodologies that we have been developing in each ﬁeld. To uphold our principles of transparency andtechnological neutrality as a technical support organization of the nuclear regulation authority, our research activities are monitored
by a council of advisers.

International projects

Development of analytical methods

Release fraction of initial core inventory

Nuclear Safety Research for Contributing Nuclear Safety Regulations

2022

Sensitivity analysis of scenario, Phenomenon analysis, Off-site analysis

loss (22 million yen) and other administrative costs (208 million yen) to this cost, was 7,200 million yen.

The Sector of Nuclear Safety Research and Emergency Preparedness pursues the enhanced safety of nuclear facilities by conducting
multifaceted and comprehensive research, and contributes to strengthening of nuclear emergency preparedness by providing
technical support to the national government, local governments, police and ﬁre departments, etc.

2021

Accident progression analysis for each unit

from the government (3,304 million yen). The administrative cost, calculated by adding extraordinary

Contribution to the Continuous Improvement of Nuclear Safety and Nuclear Emergency
Preparedness

2020

Policies
Policies forfor Creating
Creating Value
Value

Technological Support for Nuclear Safety Regulationand Safety Research for This Purpose

Drill at emergency monitoring center Workshop for emergency responders

Evaluation of risk caused by utilization of nuclear energy and reduction of uncertainty
OutcomeContribution to enhancing national emergency preparedness and human resource development.
Basic Information

Technical Support for Nuclear Emergency Preparedness and Response
JAEA provides technical support to national and local government Nuclear Emergency Response HQs in nuclear emergencies.
As the basis for this activity, NEAT supports nuclear emergency drills performed by national and local governments and trains
personnel preparing for nuclear emergencies during normal times. NEAT also performs R&D to improve the efﬁciency of protective
measures against nuclear emergencies and promotes national and international structures of emergency preparedness and response.

34

Japan Atomic Energy Agency

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)35

Outcome of Operations and Resources Required

The cost of this R&D was 2,035 million yen (operations expenses 1,862 million yen and contracted expenses
168 million yen). The revenues recorded as funding for the R&D included revenues from government
funding for operational grant (1,278 million yen) and revenues from subsidies, etc. (301 million yen).

The administrative cost, calculated by adding extraordinary loss (9 million yen) and other administrative
costs (54 million yen) to this cost, was 2,098 million yen.

The Nuclear Science and Engineering Research Center is engaged in the basic research necessary to improve the safety of reactors
such as light water reactors, and the development of safe decommissioning technology.
The Integrated Support Center for Nuclear Nonproliferation and Nuclear Security (ISCN) aims to strengthen nuclear nonproliferation and nuclear security, and to support denuclearization, through JAEAʼs technologies and experience.

To contribute to the improvement of the safety and reliability of nuclear facilities such as light water reactors, the Nuclear Science andEngineering Center conducts research and development aimed at “accident prevention,” “prevention of accident escalation,” and“appropriate implementation of decommissioning” in line with external needs.

ISCN develops nuclear material detection and measurement
technologies, nuclear forensics technologies to determine
the origins and the transport paths of nuclear materials seizedby law-enforcement authorities, and approaches to mitigate
the threat from nuclear material. It also engages in associatedpolicy research and policymaking support, and supports
human resources development activities in emerging nuclear
countries, particularly in Asia. Moreover, ISCN contributes
to the CTBT (Comprehensive Nuclear-Test-Ban Treaty)
International Veriﬁcation Regime and promotes understandingby distributing the ISCN Newsletter, which reports current

trends in nuclear nonproliferation and nuclear security, and byholding international forums.

Development and implementation of online training during the COVID-19 pandemic.

〇 Promoting understanding of the importance of nuclear nonproliferation and nuclear security, and supporting
the skill development of practitioners
2015

3rd Medium-/Long-Term Plan
2016

2017

2018

2019

2022
2020

4th

2021

Foundation for Creating Value

Nuclear Science and Engineering Center

Integrated Support Center for Nuclear Nonproliferation and Nuclear Security

Policies
Policies forfor Creating
Creating Value
Value

R&D for Improving Nuclear Safety and Activities thatContribute to Nuclear Non-Proliferation and Nuclear Security

Capacity-building support for emerging nuclear energy countries, particularly in Asia, and in Japan,
and cooperation with the IAEA and other international organizations〇 The properties of Cs retained on the inner surface of the reactor during a severe accident (SA) in a light water
reactor (LWR) were predicted

Online Training Development

Planning/Outcome The chemical behaviors and water solubilities of cesium (Cs) were investigated and the properties of Cs retainedon the inner surface of a reactor during a severe accident (SA) in a light water reactor (LWR) were predicted.

The research will support improved accuracy of source
term evaluation during SAs and the formulation of safetymeasures for 1F decommissioning work●●

Radiation exposure evaluation
Investigationof waste disposal methods

Initial plan and results of training provided in FY2020
CourseNuclear security
Safeguards/ SSAC *Initial Plan and target
Number of courses: 22High satisfaction
in course participant evaluation

Target regions

7 (4): 178 participants

Asian Region

3 (3): 107 participants

Average satisfaction rate in course evaluation: 97%

Total:10 courses / 285 participants* State System of Accounting for and Control of Nuclear Material
Property prediction of cesium retainedon the reactor inner surface

Severe accident analysis code
Experiment on chemical reactionsof cesium with structural materials
Cesium compound

Leaching experimentCesiumcompoundResults (online): Number of participants

Asian region / Domestic･ Early decision in favor of online transfer, development, and implementation of training courses based on anticipated prolonged
impact of COVID-19 pandemic
Continuous capacity-building support through world-ﬁrst development and implementation of online training courses in this ﬁeld
･ Cooperation with various countries/institutions, utilizing the advantages of online operation(IAEA, U.S. Department of Energy, EURATOM, Korean Institute of Nuclear Nonproliferation and Control, etc.)･ Collaboration with ISCN/JAEA was speciﬁed in the ASEAN Plan of Action for Energy Corporation (APAEC) 2021-2025.
Deepening of international cooperation, increase of JAEA presence

Outcome
Outcome ofof Value Creation
Creation

The chemical reactions of Cs with structural materials in a high-temperature steam environment and the water solubility of its
reaction products were investigated. The obtained information was compiled as a database named ECUME. Moreover, ECUME was
implemented into the SA analysis code SAMPSON, which can be applied to estimate the chemical behaviors of Cs under various
SA conditions. Validation of SAMPSON with ECUME is ongoing. In the coming few years, SAMPSON will become one of the mostpowerful tools for accurate estimation of residual Cs distribution inside the nuclear reactors at 1F and for improvement of source term
estimations in SAs.

･ Potential new training formats such as a combination of online and in-person training post-COVID-19 pandemic
OutcomeComprehensive analysis and evaluationof distribution and properties of radioactive
cesium in a reactor

Chemical reaction of cesiumwith structural materials

Contribution to strengthening nuclear nonproliferation and nuclear security

Water solubility of cesium
compounds
ASEAN Centre for Energy
One Community for Sustainable Energy

Japan Atomic Energy Agency and US/DOE National
Nuclear Security Administration Cooperation③

Basic Information● Reliability will be enhanced in the estimation of residual Cs distribution retained on the inner surfaceof the primary containment vessel at 1F.
● The improved SA analysis code will increase the accuracy of source term estimations in SA.

ONLINE WORKSHOPASEAN PLAN OF ACTION FOR ENERGYCOOPERATION (APAEC) 2016-2025
PHASE II: 2021-2025①

Japan Atomic Energy Agency②

NUCLEAR SECURITY
VIRTUAL CAPACITYBUILDING ACTIVITIES

Outcome36

JAEA

The COVID-19 pandemic affected the international radiological① Collaborationin capacity
capacity-building
and nuclear
security training andbuilding activities ofsupport has been included in the ASEAN Plan of Action for Energy Cooperation (APAEC) 2021-2025,
ISCN/JAEA and DOE/NNSA due mainly to the global travel restriction.
future cooperation
is expected.
However,andsuch challenges
also provided an opportunity
to expand
the US-Japan
cooperationonradiologicaland② An online workshop was nuclear
held security
to share the ﬁndings of the ISCNʼs online training development and implementation
remote engagement support activities. This workshop will
with
the
U.S.
DepartmentofEnergyand other stakeholders.
introduce how ISCN/JAEA and DOE/NNSA provided online training
courses or other remote activities to mitigate impacts of COVID-19,③ Implementation of the ﬁrst SSAC training contributed to the IAEA going online.
share best practices and lessons learned, and discuss future USJapan cooperation for remote capacity building support activities.

DATE
AND
TIME

JAPAN
FridayFeb 26 2021
08:00-10:00 (JST)USA
ThursdayFeb 25 2021
18:00-20:00 (EST)Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)

Opening Remarks
Mr. NAITO Akinori (Director, JAEA Washington Office) and Mr. ATKINS Art(Assistant Deputy Administrator for Global Material Security, DOE/NNSA)

Presentations on Experience and Lessons Learned from Virtual Engagements
Ms. KAWAKUBO Yoko (ISCN/JAEA) and Ms. WILSON Joan (PNNL)

37

Outcome of Operations and Resources Required
Policies
Policies forfor Creating
Creating Value
Value

Basic and Fundamental Research and Human Resources
Development in the Nuclear Field〇 Contribution of the PHITS code to radiation dose estimation
Planning/Outcome Technique/system for estimating radiationdose were improved using the PHITS code.

The cost of this R&D was 30,240 million yen (operations expenses 29,838 million yen and contracted
expenses 359 million yen). The revenues recorded as funding for the R&D included revenues fromgovernment funding for operational grant (14,488 million yen) and revenues from subsidies, etc. (7,507
million yen). The administrative cost, calculated by adding extraordinary loss (7,274 million yen) andother administrative costs (2,738 million yen) to this cost, was 40,254 million yen.

The Sector of Nuclear Science Research (SNSR) has the following mission: “Advancing the latest science and technology to support
the use of radiation and atomic energy and continuing the fundamental support of atomic energy development.” The activities of
the SNSR are spread over a broad range of R&D such as basic and fundamental nuclear research, advanced nuclear science research,materials science research using neutrons and synchrotron radiation, R&D to improve nuclear safety, and R&D on accelerator-based
techniques to reduce the volume and toxicity of radioactive waste. Its activities also include human resources development related tothis R&D program.

The Particle and Heavy Ion
Transport code System (PHITS)

CT image(anatomical characteristics)

PET image(distribution of pharmaceuticalconcentration)

PET-CT scanner

OutcomeModel for estimating cell
survival fraction

Equal effect dose

System developed in the study

Treatment plan(mGy)

Safer and more efﬁcient nuclear therapy using α-rays will be achieved.

Foundation for Creating Value〇 Tolerance of spin-Seebeck thermoelectricity against irradiation byswift heavy ions

Nuclear Science Research Institute
The Nuclear Science Research Institute has various research facilities for nuclear science andtechnology and functions as an R&D base. The research reactor JRR-3 resumed operation
after completion of seismic reinforcement work and the conformity review for the New
Regulatory Requirements of the Nuclear Regulation Authority. From 2021, JRR-3 will resume
in-service operation as a space for innovation that gives users access to neutron beam
experiments and radioisotope manufacturing. The Nuclear Safety Research Reactor (NSRR)
continued to conduct experiments to understand the behavior of nuclear fuel in the eventof a nuclear reactor reaction accident and improve the safety of the reactor, and obtained
important data for future regulatory standards.

A system has been developed for estimating the therapeutic/
side-effects of target radionuclide therapy by calculating absorbed
radiation doses precisely using the PHITS code from patientsʼ
PET-CT images. The system will achieve tailor-made treatment
planning such as determination of appropriate fraction/doses ofradiopharmaceuticals by taking the individual patient characteristics
into account. The system is planned for used in dose estimation forlung-cancer patients at Osaka University Hospital.

Planning/Outcome Study on interaction between mechanical rotation and nuclear spinfor development of energy-transformation devices

Research Reactor JRR-3

Nuclear Science and Engineering Center

The Nuclear Science and Engineering Center conducts basic and fundamental R&D on nuclear data and reactor engineering,fuels and materials engineering, nuclear chemistry, and environment and radiation science. The R&D meets a variety of social
demands, contributes to the creation of innovative nuclear technology, and provides a foundation for atomic energy use.

The Advanced Science Research Center promotes leading-edge nuclear science research on advanced actinide science andadvanced nuclear materials science, which have great academic and technological impact, with the aim of discovering novel
principles and phenomena, creating new materials, and generating innovative technologies.

Materials Sciences Research Center

The Materials Sciences Research Center promotes materials science research of high scientiﬁc and social signiﬁcance that contributes
to nuclear science and the utilization of nuclear energy. Its R&D is performed with full use of the neutron and synchrotron radiation
instruments installed at JRR-3, J-PARC MLF, and SPring-8 as advanced analysis tools for the structure and function of materials.
Speciﬁcally, we have begun developing analytical systems for the fuel debris and related materials derived
from the Fukushima Daiichi Nuclear Power Station.

J-PARC Center

It will lead to new technological development for the safe and effective utilization of waste heat from spent nuclear fuels.

〇 Eco-friendly cellulose nanoﬁber hydrogels prepared
via freeze-crosslinking
Planning/Outcome Neutron scattering and synchrotron radiation

are important tools for scientiﬁc discovery.

We use these resources to study the hierarchical structure ofmaterials to create new technologies that will address challenges
in areas of environmental and material science. Utilizing
the ﬁndings of structural research into hydrated polymers using
neutron scattering and synchrotron radiation, we developed
an environment-friendly freeze-crosslinked hydrogel composedof cellulose nanoﬁber obtained from wood, citric acid obtained
from lemon, and water. The freeze-crosslinked cellulose hydrogelmaterial obtained through this technique exhibited sufﬁcientstrength to withstand a compression load of 2 tons. In addition,
the material has the potential to be used as an adsorbent toremove hazardous substances.
OutcomeThis new type of hydrogel with high compressive strength is expected to be applied in environmental puriﬁcationmaterials and in plastic substitute materials with the environment-friendly feature of using only naturally derived
materials, and in regenerative medicine materials that decompose in the body after a certain period of time.

Basic Information

J-PARC Center has successively carried out R&D to improve the efﬁciency of the facility and conducts
cutting-edge research with many research institutions and companies in a variety of ﬁelds ranging fromfundamental science to industrial applications using various secondary particles produced by the worldʼshighest-intensity pulsed proton beams. In FY2020, it achieved stable user operation for 144 days witha power of 600 kW at the Materials and Life science experimental facility (MLF). Furthermore, it demonstrated
stable user operation for 36 hours with a beam power equivalent to 1 MW, the rated power of the facility,
a signiﬁcant increase from the 10 hours achieved in FY2019.

Outcome

Outcome
Outcome ofof Value Creation
Creation

Advanced Science Research Center

A research team at the Advanced Science Research Center has demonstrated fromexperiments with the JAEA Tokai tandem accelerator that “spin thermoelectric (STE)
devices,” which generate electricity from heat, have a very high radiation tolerance, andthat their performance would not deteriorate for several hundred years even if spent
nuclear fuel were used as a heat source. STE devices relying on electron spins havebeen developed in recent years and are expected to outperform existing technologies
in terms of ﬂexibility of design, low environmental impact, and economic efﬁciency.
In particular, this achievement opens up future prospects for the development of newtechnologies in radiation environments, including radioisotope power generation.

Japan Proton Accelerator
Research Complex, J-PARC

38

Japan Atomic Energy Agency

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)39

Human Resources Development in the Field of Nuclear Energy

Planning/Outcome Fundamental data with regard to the radiolysis of extractants and effective separation

system was accumulated by experiments with highly radioactive liquid waste.

We have advanced the development of a hydrometallurgical process called
SELECT (Solvent Extraction from Liquid-waste using Extractants of CHON-type for Transmutation) torecover nuclear material and separate MA. In FY2019-2020, experiments for the mutual separation of
MA and rare-earth (RE) elements were carried out using an extractant of HONTA in a hot-cell at NUCEF,
and approximately 0.3 g of MA was successfully recovered without using complexing agents. The results
demonstrated the validity of the novel MA separation process using a stable and practical extractant.
OutcomeA practical solvent extraction process for MA separation was successfully demonstrated,
and is expected to support the establishment of a fuel-cycle technology based onpartitioning and transmutation.

Policies
Policies forfor Creating
Creating Value
Value〇 Successful recovery of minor-actinide (MA) from high-level liquid waste in a hot cell

Extractant for the mutual separationof MA and RE (HONTA)

Experimental apparatus installed in a hot cell
Two mixer-settler extractors consistingof 20 stages were used.

The Nuclear Human Resource Development Center (NuHRDeC) promotes the human resource development which builds
the foundation of the nuclear ﬁeld through its activities in Domestic Training Courses, Collaboration with Universities, the Japan
Nuclear Human Resource Development Network and International Training Courses. In FY2020, following the issue of an Emergency
Declaration due to the spread of COVID-19 infection, training was conducted by postponing schedules, utilizing online lectures,
thoroughly avoiding the three Cs, including by reducing training capacity, preventing the spread of droplets with masks and faceshields, and keeping the environment clean by ventilation and frequent alcohol disinfection.

Domestic Human Resource Development Activities
Domestic Training Courses

NuHRDeC provides training for the purposes of advancing the education of RI/radiation and nuclear energy engineers,and of supporting national certiﬁcation candidates.

Planning/Outcome We aimed to achieve annual operation with availability of over 90% while ensuring safe facility operation

at J-PARC. Furthermore, with priority to stable beam supply to users, we aimed to increase beam powerand check facility performance under operation at beam power equivalent to 1 MW, and continuously improve
related devices.

We stably provided users with the worldʼs highest-intensity pulsed neutron
beams generated by proton beams with a power of 600 kW for 144 days (6.5 cycles)of the original plan of 159 days (7.2 cycles). The resultant availability was 92% during
the period of operation, exceeding our target of 90%. The instrument scientists
conducted 116 experiments on behalf of users who could not come to J-PARC
due to the COVID-19 pandemic, leading to the achievement that the number ofexperiments conducted in the ﬁscal year exceeded the target number of 263 toreach 362. It is noted that the number of experiments for industrial applications
contributing to society accounts for more than 20%.
We also checked the facilitiesʼ performance under operation at beam power
equivalent to 1 MW over 36 hours with high availability of 94%. Moreover,
improvement of the neutron production target vessel was carried out continuously.
OutcomeCollaboration with Universities

Using a distance education system, the Japan Nuclear Education Network conducts a Nuclear
Engineering Basic Course in collaboration with seven Japanese universities. In addition, educational
guidance and practical training are delivered to students under various systems.

Participants in a practical exercise(domestic training course)

・Nuclear Engineering Basic Course ... enrollment of 189 students
・Cooperation under agreement of the Collaborative Graduate School System ... 1 student accepted, 51 lecturers dispatched・Cooperation with the Nuclear Professional School of the University of Tokyo ... 15 students accepted, 148 lecturers/instructors dispatched・Student Acceptance System (38 special research students, 37 student trainees, 172 summer intern trainees)

Japan Nuclear Human Resource Development Network
Operational history of neutron source in FY2020

Planning/Outcome A comprehensive technical document about SA and practice programs

related to SA were prepared through the SA Platform activity.

Preparation of practice programs
Steam generator

The “SA Platform” was derived from a research and liaison meeting about SA (Severe
Accident) attended by FEPC, JEMA, nuclear reactor manufacturers, CRIEPI, and JAEA.
Through the SA Platform activity, state-of-the-art knowledge and information about nuclear
reactor behavior and related important phenomena during SA and accident management,
etc. were gathered and compiled as a comprehensive technical document about SA andpractice programs related to SA. Disclosure of the document and practice programs are
ongoing, and they are expected to serve as a knowledge base for the development of
human resources, such as operators who can prevent or react appropriately to SAs.

NuHRDeC is the secretariat of the Japan Nuclear Human Resources Development Network, which has 83 industry-academiagovernment organizations as members and promotes the establishment of an integrated nuclear human resources development
system in Japan. The Japan-IAEA Nuclear Energy Management School, which has been held annually in cooperation with the IAEA,
was postponed to the year 2021. On the other hand, the Capacity Building Course for Young Nuclear Professionals, a course whichaims to develop international human resources with a focus on improving English skills, was held successfully with nine participants.
Participants commented that it had been good to be able to speak English intensively, and that they would recommend their
younger colleagues to participate.

〇 Fostering human resources who can play an active role internationally
The Japan Nuclear Human Resources Development Network, with cooperation from METI and MOFA*, started activities from FY2020
to foster human resources who can play an active role at IAEA and other international organizations. Employing online tools,
whose use has spread rapidly with the advent of COVID-19 infection, four webinars were held with 197 participants. Experts witha background in international organizations shared their career experience, and gave lectures on the necessary qualities to work in
an international organization. Participants commented that it was very useful to hear directly from people who are active overseas.
* Ministry of Economy, Trade and Industry and the Ministry of Foreign Affairs

Emission source(UO2, simulated FP, B4C, etc.)
FP, Boron-vapor, Aerosol

Temperature gradient pipe

The training for participants from Asian countries which is normally held face-to-face at NuHRDeC every
year took place online in FY2020. Local training courses were also cancelled in three of the nine Asian
countries. In the other six countries, the local training courses were held including lectures and technicalguidance presented online by 31 JAEA experts. The fact that the training was conducted even underconditions where the trainees were unable to enter Japan led to JAEAʼs activities being still more highly
evaluated in Asian countries.
conducted 4 courses (219 participants from 10 countries)

Basic Information

The document and practice programs will be Japanʼs ﬁrst fundamental SA knowledge base for R&D, and will support
the improvement of analysis codes and evaluation tools. Moreover, human resource development against SAs will bepromoted by the cross-functional knowledge base within the nuclear industry.

Human Resource Development Activities Overseas (International Training Courses)

・Online training course for engineers/researchers in Asian countries ...

Photo of online exercise(international training course)

https://nutec.jaea.go.jp/english/

40

Japan Atomic Energy Agency

Outcome
Outcome ofof Value Creation
Creation

We provided users with a stable supply of the worldʼs highest-intensity pulsed neutron beams for 6.5 cycles, resulting
in the above-target total of 362 experiments being completed. As an example, the effect of hydrophilic carbon onwater distribution in Naﬁon thin ﬁlms was investigated. The ﬁndings may provide a guideline for the material designof a fuel cell composed of Naﬁon thin ﬁlms, which would greatly contribute to society.

〇 Foundation of the “SA Platform” through cooperation between the Sector of Nuclear Science Research,
the Sector of Nuclear Safety Research & Emergency Preparedness,
Compilation of a comprehensive technicaldocument about SA
and the Sector of Fukushima Research & Development

Outcome・Regular training courses ... conducted 19 courses (274 participants)
・Special training courses (held in response to local government requests) ... conducted 2 courses

Foundation for Creating Value〇 Stably providing users with the worldʼs highest-intensity pulsed neutron beams

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)41

Outcome of Operations and Resources Required

The cost of this R&D was 15,653 million yen (operations expenses 11,569 million yen and contracted〇 Establishing an innovative nuclear energy system concept to meet future societal needs

expenses 4,082 million yen). The revenues recorded as funding for the R&D included revenues fromgovernment funding for operational grant (10,238 million yen) and revenues from research contracted
from the government (4,025 million yen). The administrative cost, calculated by adding extraordinary

Oarai Research and Development InstituteTo establish fast reactor cycle technology that contributes to energy security and environmental
sustainability, we perform a variety of research tasks such as design, safety assessment, and safety
standard development for fast reactor systems. Speciﬁcally, we are developing an advanced
evaluation approach called ARKADIA, which will optimize fast reactor design, and also working on
the modiﬁcation of JOYO to meet Japanʼs new regulatory requirements.

2024

2025

Detailed system evaluation

MEXT Innovative
Nuclear Research andDevelopment Program *1

Innovative nuclear energy system harmonizing
with renewable energy sources, etc.

METI-subsidized R&D program *2

Floating seismic isolation, IoT digital twin technology, etc.

Harmonious energy supply system using renewable energy
sources, FBR, and HTGR

Planning/Outcome Contribution to the development of innovative nuclear technology through R&D in response to the needs ofprivate companies developing fast reactor technologies.

An innovative nuclear power system concept has been proposed to meet societal needs such as zero emissions. The concept
combines the role of the high temperature gas-cooled reactor (HTGR) for variable load following with the role of the fast breeder
reactor (SFR) for base load power generation and for nuclear fuel supply to the HTGR. The development issues required to realize
the concept have been identiﬁed and the development plans made. A ﬂoating seismic isolation technology, whose patentapplication has been submitted, is among the development plans.
The potential of innovative nuclear energy technology as an answer to future societal needs around sustainability,
such as zero emissions, will be demonstrated. By addressing these development issues, which also reﬂect the needsof the private sector, JAEA will contribute to promoting private-sector development.

Outcome3rd Medium-/Long-Term Plan

4th Medium-/Long-Term Plan

5th Medium-/Long-Term Plan

2022Experimental Fast Reactor JOYO
and Post-Irradiation Examination Facilities

Permission tochange reactor
installation

HTTR

Safety demonstration test,
Thermal load ﬂuctuation test

HTTR
heat application test

2029-

Restart HTTR

Characteristics
tests,
Thermal load
ﬂuctuation test

Characteristics tests

Design and modiﬁcation of HTTR
Design, manufacture and installationof hydrogen production facility

High Temperature Engineering Test Reactor(HTTR)

Oarai Waste Reduction Treatment Facility(OWTF)

Outcome
Outcome ofof Value Creation
Creation

The Japan Materials Testing Reactor (JMTR), which was widely used, most notably for irradiation
tests of light water reactor fuels and materials, is currently under decommissioning in accordancewith the decommissioning plan of the JMTR authorized by the Nuclear Regulation Authority in
March 2021. The center is also engaged in related technology development. It additionally treats
radioactive waste generated by the operation of nuclear facilities and technology development at
the Oarai Research and Development Institute. At the Oarai Waste Reduction Treatment Facility(OWTF), trial operation of facilities for waste volume reduction is in progress.

Conceptual systemevaluation

4th Medium-/Long-Term Plan

2023

〇 JAEA obtained permission to change the reactor installation of the High Temperature Engineering Test
Reactor (HTTR) in conformity with the New Regulatory Requirements.
The safety review of HTTR by the Nuclear Regulation Authority (NRA) conﬁrmed that no fuel damage would
occur even in the event of a Beyond Design Basis Accident (BDBA).

Fast Reactor Cycle System Research and Development Center

Waste Management and Decommissioning Technology Development Center

2021

Foundation for Creating Value

Toward the commercialization of advanced reactors (Fast Reactor and HTGR), the Reactor Systems Design Department conducts fast
reactor design studies utilizing international collaboration, and promotes international harmonization activities for safety standards
and development of reactor systems and components, aiming at further enhancement of safety and economic efﬁciency. The design
evaluation results of the HTGR system for steam supply will be utilized for international collaboration with the Polish HTGR projectand others.
The Fuel Cycle Design Ofﬁce carries out R&D on reprocessing technology and fuel technology for oxide fuel including minor
actinide (MA)-bearing fuel in order to contribute to the establishment of the fast reactor fuel cycle and the reduction of the volume
and toxicity of radioactive waste. In these developments, MA separation technology, MA-bearing fuel manufacturing technology,
physical property research, and long-life core materials such as oxide dispersion strengthened steel are key issues for focus.

The High Temperature Gas-cooled Reactor (HTGR) is an attractive nuclear reactor since it has
inherent safety and can reach high helium gas temperatures of around 950 degrees C. We carryout R&D on HTGR technology and multipurpose heat utilization technologies effective as global
warming countermeasures, such as technology for hydrogen production through high-temperaturewater-splitting and technology for power generation through helium gas turbine. Of our facilities,
HTTR acquired permission to change the reactor installation license in June 2020 and plans torestart operation in July 2021.

2020*1 Part of the project “Integrated simulation method development for energy supply system based on distributed deploymentof small modular reactors for contribution to decarbonization and strengthening resilience”*2 Part of the project “Supporting program for innovative nuclear technology development to meet societal needs”

Reactor Systems Design Department and Fuel Cycle Design Ofﬁce

HTGR Research and Development Center2022

3rd Medium-/Long-Term Plan

2019

loss (15 million yen) and other administrative costs (517 million yen) to this cost, was 16,189 million yen.
In the “Sector of Fast Reactor and Advanced Reactor Research and Development (SeFARD),” we conduct R&D on advanced reactor
technologies such as fast reactors, high-temperature gas-cooled reactors (HTGRs), and related fuel cycle technologies in order tofurther enhance future energy sustainability, safety, reliability, economic competitiveness, and ﬂexible load-following ability.
We also carry out R&D on decommissioning and radioactive waste management.

Policies
Policies forfor Creating
Creating Value
Value

R&D on Fast Reactors and Advanced Reactors

Commissioning

Hydrogenproduction test

Concept of HTTR-based nuclear hydrogen production system

Planning/Outcome Toward an early restart, the refurbishment of the HTTR, as mandated in the permission to change the reactor

installation, will be steadily carried out, including installation of countermeasure systems against internal andexternal ﬁres and installation of diverse radiation monitoring systems.

On June 3, 2020, JAEA obtained permission from the NRA to change the reactor installation of the HTTR in conformity with
the New Regulatory Requirements. NRA conﬁrmed through safety review based on the New Regulatory Requirements that nofuel damage would occur even in the event of a BDBA. Furthermore, even if the cooling functions of the reactor were to be lost,
it was recognized that measures such as indoor evacuations were unnecessary. JAEA will by 2030 establish the safety design andtechnologies required for HTGR heat applications through HTTR heat application tests using the HTTR hydrogen production systemwith the aim of domestic and overseas deployment by 2050.
Outcome

Tsuruga Comprehensive Research and Development Center
The center is engaged in knowledge preservation related to the Prototype Fast Breeder Reactor
Monju, technology development on the inspection and maintenance of sodium-cooled fast
reactors, and research and development on applied laser technology for nuclear facilities.
The center also takes part in industry-academia-government joint studies, accepts guest student
researchers, and provides engineer training. Through these activities, the center contributes tothe maintenance of fundamental technology and the development of human resources for fast reactors.

42Japan Atomic Energy Agency

Basic Information● The inherent safety of HTGR is recognized and it is expected to contribute to international standardizationof safety design criteria.
● The HTTR-based carbon-free hydrogen production technology outlined in the Green Growth Strategy will be demonstrated
and contribution will be made to the deployment of a pilot reactor.

Sodium Engineering Research Facility (SERF)

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)43

Outcome of Operations and Resources Required〇 Efforts for early resumption of vitriﬁcation of high-level radioactive liquid waste (HLLW)
Planning/Outcome With a view to restarting HLLW vitriﬁcation

The cost of this R&D was 53,747 million yen (operations expenses 51,738 million yen and contracted
expenses 1,931 million yen). The revenues recorded as funding for the R&D included revenues

from government funding for operational grant (36,633 million yen) and revenues from contribution

for treatment and disposal of waste (5,606 million yen). The administrative cost, calculated by adding
extraordinary loss (901 million yen) and other administrative costs (2,308 million yen) to this cost,
was 56,971 million yen.

Research and Development Sites for Geological Disposal Technology

OutcomeHoronobe Underground Research Center

2020

2021

Replacement of coupling device of existing second melter

Vitriﬁcation operation① Plastic strain in Part A
during glass draining

Refractories

Inner casing

Part A

Main
electrode② Misalignment
during nozzle coolingafter draining

Sub-electrode
Bottom electrode

Mechanismof nozzle misalignment

Drain nozzle

Heating coil

Inner casing

Heating coil

Nozzle at room temp.

bus bar

Coupling device

Contact between
nozzle and coil
Nozzle during heating
at high temp.

Canister

Thermal expansion
・Radial direction: Approx. 0.5 mm
・Axial direction: Approx. 6.8 mm* Drain nozzle misaligned and thermally expanded, resulting in contact

2017

2018

2019

2022
2020

4th

2021
Testing to improve application range** Conducted as part of “Validation of buffer capacity of the sedimentary rock against tectonism”
in Horonobe Underground Research Laboratory project from FY2020

Test concept using conventional
packer system

Planning/Outcome In geological disposal of high-level radioactive waste, account must be taken of possible tectonic displacementof underground fractures, which would increase the permeability of such fractures and affect the geologicalcontainment capability. Horonobe Underground Research Center developed a new in situ test method toexperimentally displace actual underground fractures using a conventional packer system rather than speciﬁcallydeveloped equipment. This method enabled observation of displacements of several centimeters, substantiallylarger than those that can be observed with special equipment, and signiﬁcant reduction of the cost per test.

Development of new glass melter

Outcome

Outcome
Outcome ofof Value Creation
Creation

This method is useful for efﬁcient selection of geological disposal sites based on assessment of the permeability
increase caused by tectonically induced fracture displacement and is also applicable to problem solving in civilengineering and other ﬁelds involving underground applications.

〇 Development of a new analytical method for investigation and evaluationof the cooling and uplift processes of plutonic rockGas centrifuge at uranium enrichment demonstration
plant DOP-2, opened in 1989

Planning/Outcome In collaboration with researchers at Yamagata University and otherinstitutions, we developed an analytical technique for simultaneous
determination of zircon U-Pb age and titanium concentration at individual
spots. Zircon U-Pb age and titanium concentration reﬂect the crystallization
age and temperature. This method makes it possible to estimate withgreater accuracy the time-temperature (t-T) history of granitic magma
before its solidiﬁcation.

OutcomeLaser ablation inductively coupled plasma mass
spectrometer at Tono Geoscience Center

The result of this research will contribute to the reduction of uncertainty in the evaluation of uplift and erosion rates,
which are important indicators for selection of HLW disposal sites. It can also be expected to ﬁnd applications in otherﬁelds of underground utilization such as natural gas and oil storage.

Accelerator mass spectrometer

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)

45

Basic Information

Japan Atomic Energy Agency

2019

Design and manufacture of advanced third melter

3rd Medium-/Long-Term Plan

Development of in situ test method
using conventional packer system

Aomori Research and Development Center

44

2018

4th

The lessons learned from operational experience of the JAEA glass melter are expected to contribute to the stable
operation of the commercial vitriﬁcation plant of Japan Nuclear Fuel Limited (K-facility).

2016

Ningyo-toge Environmental Engineering Center

At Aomori Research and Development Center, based in Mutsu City, Aomori Prefecture,
ultra-trace radionuclides in the global environment are measured using an accelerator mass
spectrometer (AMS) with the worldʼs highest level of accuracy. The data contributes toresearch on the migration behavior of radioactive materials in the marine environment.

2017

2022

〇 Development of a new method to displace fracturesin deep underground using a conventional packer system

Nuclear Fuel Cycle Engineering Laboratories

The Ningyo-toge Environmental Engineering Center is proceeding with the decommissioningof Japanʼs ﬁrst large-scale uranium enrichment facility based on the Uranium and Environmental
Research Platform Concept. In 2020, we received approval for the Decommissioning Plan for
the Processing Business. In the future, we will proceed with the dismantling of the equipment of
the Uranium Enrichment Demonstration Plant with the highest priority on safety. In addition, weare progressing with research and development relating to centrifuge treatment processes.

2016

Schematic drawing of glass melter

2015

The Nuclear Fuel Cycle Engineering Laboratories (NCL) are advancing with R&D on subjects
including plutonium-uranium mixed oxide (MOX) fuel, separation techniques for minor
actinide (MA) to reduce the volume and toxicity of radioactive waste, and countermeasures
for the accident at the Fukushima Daiichi Nuclear Power Station. NCL continues tocontribute to innovation in the use of nuclear energy and the resolution of problems related
to energy resources. The Tokai Reprocessing Plant (TRP) is a large-scale nuclear fuel facility
and its decommissioning is a major long-term project. As one of Japanʼs leading institutionsin the ﬁeld, TRP is proceeding with this decommissioning, including related R&D.

3rd Medium-/Long-Term Plan

Foundation for Creating ValueIn the “Sector of Fast Reactor and Advanced Reactor Research and Development (SeFARD),” we are implementing R&D on advanced
reactor technologies such as fast reactors, high-temperature gas-cooled reactors (HTGRs), and related fuel cycle technologies
in order to further enhance future energy sustainability, safety, economic competitiveness, and ﬂexible load-in line with ability.
R&D is also conducted in the ﬁelds of decommissioning and radioactive waste management.

The Horonobe Underground Research Center for sedimentary rock carries out research anddevelopment including demonstration of Engineered Barrier Systems (EBS) in the geologicalenvironment using underground facilities. At the Tono Geoscience Center, the Toki ResearchInstitute of Isotope Geology and Geochronology is engaged in a study of the long-term
stability of the geological environment, while the Mizunami Underground Research Laboratory
project for crystalline rock is continuing work on the backﬁlling of underground facilities.
The Nuclear Fuel Cycle Engineering Laboratories in Tokai are involved in the development oftechnologies for the design and safety assessment of geological disposal systems.

2015

in 2021, the Nuclear Fuel Cycle Engineering
Laboratories have developed a new
improved coupling device for the drain
nozzle of the glass melter following
the failure of the glass pouring operation
at the existing second melter in FY2019.
The manufacturing schedule was subject
to strengthened management, including
an online meeting system, and the newcoupling device was delivered at the end of
FY2020, and will be attached to the bottomof the melter and inspected.
An advanced third glass melter has beendeveloped based on operational experience
with the second, including the abovementioned
failure of the glass pouring operation.
Safety assessment toward approval by
the Nuclear Regulation Authority (NRA)and preparation of the constituent materialsof the melter such as refractories andelectrode materials are in progress.

Policies
Policies forfor Creating
Creating Value
Value

R&D Related to the Nuclear Fuel Cycle,
Such as Reprocessing, Fuel Manufacturing and Treatment
and Disposal of Radioactive Waste

Outcome of Operations and Resources Required〇 Accurate evaluation of radiation distribution in reactor through veriﬁcation of sampling technology forreactor structural materials
Planning/Outcome In dismantling the Fugen reactor, it is important to take the following points into consideration: reduction of

The cost of this R&D was 27,793 million yen (operations expenses 27,791 million yen), and the revenues

radiation exposure during dismantling work, optimization of the implementation schedule, and efﬁcient waste
packaging, etc.
Developing sampling
Drilled with
cutting device
methods is thus
(cutter)
Control rod guide tube
required in order toaccurately evaluate
Calandria tankthe radioactivity
remaining in
the reactor structural
Sampling
points on
Accessmaterials.
pressure

recorded as funding for the R&D included revenues from government funding for operational grant(26,170 million yen). The administrative cost, calculated by adding extraordinary loss (190 million yen)and other administrative costs (1,192 million yen) to this cost, was 29,180 million yen.

Traceof samplingWith utmost priority given to safety assurance, the Sector of Tsuruga Decommissioning Demonstration workedon the decommissioning of “Fugen” and “Monju.” Full-scale dismantling of the reactor peripheral equipment started
at Fugen while the fuel unloading operation was successfully carried out on schedule at Monju.
Both projects are moving steadily toward the completion of decommissioning.

Decommissioning Schedule
2nd MediumTerm Plan
FY2007

3rd Medium-/LongTerm Plan

4th Medium-/LongTerm Plan

5th Medium-/LongTerm Plan

FY2017

FY2022

FY2031

Decontaminationof heavy water/helium systems, etc.

Dismantling of reactor
peripheral equipment

Dismantlingof reactor

FY2033

Dismantlingof reactor
building

Outcome▼Present

Discharge & transferof heavy water/tritium removal

Dismantling of reactor
peripheral equipment· Discharge & transfer of heavy watercompleted (FY2014)· Tritium removal completed（FY2017）

Dismantling of reactor· Dismantling of main components inturbine building (incl. condensers,
excl. turbine generator)

Dismantling ofreactor building

2026

Spent fuel transfer

Fuel unloading operation

3rd Medium-/Long-Term Plan
FY

Fuel handlingmachine2023-2047
Preparation
for dismantling

Decommissioning I

Preparation
for dismantlingof sodium components

Dismantling
and removalof sodium components

In-vesselfuel transfer
machineDecommissioning II①②

Fuel unloading

Programs

Na

Dismantling and removal of power generators
in water-steam systems
Dismantling and removalof reactor building

46

Japan Atomic Energy Agency

MiddleBottomTop

MiddleBottomMiddleThe reactor sampling system and the system for laser cutting in air/water which we developed are expected tocontribute to the development of sampling and decommissioning technology for light water reactors under spatiallyrestricted and high-radiation conditions, such as those of the fuel debris removal work at TEPCOʼs Fukushima Daiichi
Nuclear Power Station (1F).

full-scale dismantling of the reactor peripheral
equipment and piping started in FY2019. The total
dismantling waste to be generated is estimated at up
to 2,000 t. To ensure safe and efﬁcient treatment of
the waste, including sorting, decontamination, andradioactivity analysis using the “clearance system,”an efﬁcient route to transfer the waste to the turbine
building needs to be prepared.
An opening (approx. 4 m high, 3 m wide, and 4 m thick) was boredthrough the sturdy concrete wall to create a safe and efﬁcient route fortransferring the dismantled material directly from the reactor building to
the turbine building. This route allows the amount of dismantled material
carried out to be more than doubled. Since the material can be transferredto the turbine hall with less spatial restriction and does not need to be cut
into pieces, this route also speeds up the dismantling work. In this way,
we have worked for safe and efﬁcient decommissioning, devising ways tomeet challenging issues through trial and error. We hope our experience
will help in the decommissioning of other nuclear facilities.

Reactor building: New transfer route: Existing transfer route
Indoor transfer route
Turbine building

Outdoor transfer route
Turbine building side

Building wall cutting work

Reactor building side

Boring completed

Turbine building side

Transfer started

Reactor vesselNa

Ex-vessel fueltransfer machine

Spent fueltransfermachineSpent fuelpool

Ex-vessel spent
Underwater
fuel tankspent fuel
Fuel
Spent fuelstorage system assemblies
cleaning system
Fuel assemblies
stored(sodium
removal)stored in sodium
underwater

Underwatertransfer car

Fuel Unloading Operation①②： Fuel transfer
Remove fuels from reactor
vessel and transfer to EVST
： Fuel treatment
Remove fuels from EVST,
wash off adhered sodium inspent fuel cleaning system,and transfer to spent fuelpool for storage● Greatly improved efﬁciency in the dismantling work and dismantling waste transfer will contribute signiﬁcantly tothe completion of decommissioning.
● The experience gained through the demolition and removal work has been summarized in public reports and will be sharedat domestic and international academic conferences.
● Information exchange meetings are regularly held with power companies to share the experience; we hope this will be helpful
to other ongoing light water reactor decommissioning projects.

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)

Basic Information

Fuel unloadingTop

Outcome

4th to 7th Medium-/Long-Term Plans

2018-2022

BottomOutcome
Outcome ofof Value Creation
Creation

Decommissioning Schedule

MiddlePlanning/Outcome In preparation for the dismantling of the reactor,

Toward the Completion of Decommissioning of “Monju”
A modiﬁcation of the decommissioning plan relating to
the “partial loading” of the reactor was approved.
“Partial loading” means loading the reactor only “partially”
with dummy fuel assemblies, which would otherwise replace
all the removed assemblies. This will reduce the numberof dummy fuel assemblies to be loaded by 124, leading to
reductions in waste and cost and greater efﬁciency
in the decommissioning operation.
Toward the launch of the second stage of decommissioning,
JAEA has made efforts to realize a safe and highly efﬁcient
operation by studying treatment and disposal methods for
sodium and planning for the dismantling of sodium components.

Top〇 Improvement of safety and efﬁciency of dismantling work inside Fugen reactor building★Conclusion of spent fuel transfer preparation contract

Monju is the ﬁrst fast breeder reactor in Japan to be
decommissioned; in August 2018, JAEA initiated the ﬁrst stageof its decommissioning process, the “fuel unloading operation.”
From FY2019 to FY2020, 174 fuel assemblies were subjected
to fuel treatment operation, a number exceeding the initialplan. This was achieved by applying improvements based on
lessons learned from previous treatment procedures. In FY2020,
146 fuel assemblies were removed from the reactor vessel.
Of the total of 530 fuel assemblies, 260 have been treated,and 246 of the remaining 370 have been unloaded.
The fuel unloading operation has progressed steadily toward
completion.

from side

tube

Pressure tube
From FY2018 to FY2019,
Anti-vibration plateusing sampling equipment that we had
developed, we veriﬁed remote sampling
methods by accessing components
of high radioactivity level such as: Samples already taken
the pressure tube from the reactor bottom
Sampling: Samples planned
equipment
and collecting sample materials.
Access from bottom
Calculated value (Bq/g)
In FY2020, it was conﬁrmed that the results
Comparison of calculated and measured radioactivity
Sampling equipment and sampling pointsof radionuclide analysis of the collectedlevels in samples in reactor: Pressure tube
samples were generally in accordancewith those of prior activation calculation and analysis, proving the validity of the activation evaluation of the reactor structural materials.
We plan to collect samples by accessing targets from the side of the reactor to verify techniques for sample collection from the side andto further conﬁrm the validity of the radioactivity evaluation of reactor structural materials. Through these efforts, we will improve
the accuracy of the evaluation of the remaining radioactivity to proceed with the aim of safe and efﬁcient dismantling and radioactive
waste treatment and disposal.

Foundation for Creating Value

2020, we applied to the Nuclear Regulation Authority for
approval of a design for the spent fuel transport casks and are
currently making arrangements for manufacture toward
the completion of spent fuel transfer in FY2026.

Inner wallof pressure tube

Measured value (Bq/g)

Toward the Completion of Decommissioning of “Fugen”
At Fugen, dismantling operations inside the reactor building
started in FY2018. In FY2020, an opening was bored throughthe walls of the reactor building and the turbine building for
efﬁcient transfer of the dismantling waste. Of the two loopsof the reactor cooling system, the dismantling of the A loop
piping and other equipment is already complete and workon the B loop has started. Safe and efﬁcient dismantlingprocedures have been pursued through measures includingcollection of samples from inside the reactor for analysis andassessment in order to evaluate accurately the radioactivity inthe reactor structural materials.
For the very low-radioactivity metal generated
by the dismantling and removal of the turbine building,radioactivity has been steadily measured and evaluated using
a “clearance system.” By FY2020, approximately 175 tons had
been determined to be below the “clearance level” and we are
now moving forward with reuse and disposal of this material
by the same route as for general industrial waste. In February

Policies
Policies forfor Creating
Creating Value
Value

Activities for Sectorof Tsuruga Decommissioning Demonstration

47

Premise Information for Proper Assessment of Operations

Premise Information for Proper Assessment of Operations
Information on Operation of Internal Control(1) Self-Assessment and Administrative Cost in FY2020

Premise Information for Proper Assessment of Operations

Keeping in mind that the primary objective of national research and development agencies is achievement of both “maximization of
R&D results” and “appropriate, effective, and efﬁcient operating,” JAEA conducted self-assessment of its performance in FY2020*.
For details, please read JAEAʼs FY2020 Operational Results Report.
(https://www.jaea.go.jp/about_JAEA/business_plan.html (in Japanese))* Ratings were speciﬁed based on the Guidelines for Evaluation of Incorporated Administrative Agencies (decided by the Minister of Internal Affairs and Communications
on September 2, 2014, last revised on March 12, 2019)

1.

A

Safety assurance and nuclear security― 1)

To assist the understanding and evaluation of JAEAʼs operations in FY2020,
the operating scheme (revenue source and individual operations) is shown below.
Ministry of Education, Culture, Sports,
Science and Technology
Government fundingfor operational grant(Power usage account)(General account)* Government and corporation

Japan Atomic Energy Agency

Policies
Policies forfor Creating
Creating Value
Value

Results of Self-Assessment and Administrative Costby Segment in FY2020
Results of Ministerial Evaluation for Past Years* Common facility utilization
revenues, etc.

Revenues
from contract, etc.

Other revenues

Operations (Segments)
R&D pertaining to the response to the accident at TEPCOʼs Fukushima Daiichi Nuclear Power Station

Technological support for nuclear safety regulation and safety research for this purpose

1) This item includes content realized by implementation of other items and amounts recorded as administrative costs are as recorded for those other items.

2.

R&D pertaining to the response to the accident
at TEPCOʼs Fukushima Daiichi Nuclear Power Station

S

18,030 million yen

3.

Technological support for nuclear safety regulation and safety research for this purpose

A

7,200 million yen

Subsidy for expenses to manage speciﬁclarge advanced research facilities

4.

R&D for improving nuclear safety and activities that contributeto nuclear non-proliferation and nuclear security

A

2,098 million yen

Subsidy for nuclear transmutation
R&D expenses

Subsidy for project expenses to promote
nuclear security improvement, etc.

Foundation for Creating Value

Subsidy for project expenses topromote decommissioning research

R&D for improving nuclear safety and activities that contribute to nuclear non-proliferationand nuclear security
Basic and fundamental research and human resources development in the nuclear ﬁeld

R&D on fast reactors and advanced reactors

Basic and fundamental research and human resources development in the nuclear ﬁeld

S

40,254 million yen

6.

R&D on fast reactors and advanced reactors

A

16,189 million yen

7.

R&D related to the nuclear fuel cycle, such as reprocessing,fuel manufacturing and treatment and disposal of radioactive wasteA56,971 million yen

8.

Activities for sector of Tsuruga decommissioning demonstration

A

29,180 million yen

9.

Activities to strengthen industry-academia-government collaborationand secure the trust of societyA

4,158 million yen

10. Promotion of rationalization and efﬁciency of operations

A

― 2)

Budget (including estimate of personnel expenses), revenues and expenditure plan,
11.
ﬁnancing planA―

12. Establishment of effective and efﬁcient management system

A

― 2)

2) The administrative costs recorded for this item consist of costs for other items and costs common to the corporation (3,913 million yen).

Total

177,992 million yen

Activities to strengthen industry-academia-government collaboration and secure the trust of society

Activities for sector of Tsuruga decommissioning demonstration

Relationship between JAEA and government
The operating scheme above shows only the Ministry of Education, Culture, Sports,
Science and Technology (MEXT), which is responsible for government funding for
operational grant. In practice, however, the system also involves the Ministry of
Economy, Trade and Industry (METI) and the Nuclear Regulation Authority (NRA).
MEXT, METI and NRA are respectively responsible for the overall operation of JAEA,
the technological operations for establishing the nuclear fuel cycle,
and safety assurance matters (for details, please see P.13 of this report).

MEXT (METI, NRA)

Japan Atomic Energy Agency

Information on Operation of Internal Control
JAEA has formulated a statement of operation procedures which sets out the system for ensuring that the performance of duties
by corporate ofﬁcers (excluding auditors) conforms with the Act on General Rules for Incorporated Administrative Agencies
and the Act on the Japan Atomic Energy Agency, National Research and Development Agency, etc. The main items relating
to the operation of internal control and their implementation status are shown below.
○ Internal audit (Article 32 of the statement of operation procedures)
Internal audit was conducted to check the implementation of competitive funding, etc., as speciﬁed by regulations,and of personal information protection, management of cash and goods, etc., and preventive measures for work safety.

(2) Overall Ratings of Past Fiscal Years by Competent Ministers
within the present Medium-/Long-Term Objectives Periods
Fiscal year

2015

2016

2017

2018

2019

Rating

B

B

B

B

A

2020

2021

As shown in the evaluation of the entire corporation, the results and initiatives
arising from the corporationʼs activities were comprehensively considered in light ofthe objectives and operations of the Japanese National Research and Development
Agencies, the Medium-/Long-Term Objectives, etc.
As a result, JAEA was recognized as having attained marked achievements andthe expectation of future results in its efforts for maximization of research anddevelopment outcomes under adequate, effective and efﬁcient management*.

○ Bidding and Contract (Article 34 of the statement of operation procedures)
The Contracting Monitoring Committee consisted of four external experts and the auditors. In June and October 2020,
the committee checked the appropriateness of non-competitive negotiated contracts, contracts with a single bidder
for two consecutive years, contracts with a bid acceptance ratio of 100%, and contracts with related organizations.
○ Appropriate budget allocation (Article 35 of the statement of operation procedures)
The 2020 budget guideline of the implementation plan and its implementation plan were decided at a board meeting.
We strived to allocate the budget appropriately based on an analysis of budget use during the period.

Basic Information

Reasons for rating

2)

Government fundingfor operational grant(Power usage account)

R&D related to the nuclear fuel cycle, such as reprocessing,fuel manufacturing and treatment and disposal of radioactive waste

Outcome
Outcome ofof Value Creation
Creation

5.

Government fundingfor operational grant(Burial disposal account)* Extract from the Evaluation of FY2019 Operating Results of Japan Atomic Energy Agency(September 2020, Minister of Education, Culture, Sports, Science and Technology, Minister of Economy, Trade and Industry, Nuclear Regulation Authority)

48

Japan Atomic Energy Agency

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)49

Summary of Financial Statements(¥ million)(https://www.jaea.go.jp/about_JAEA/financial/ (in Japanese))

Item

FY2020Current assets
Cash and deposits (*1)

FY2019229,067

189,324

178,101

125,447

Item

FY2020Current liabilities
Debt from government funding for
operational grant

68,45867,90916,321

17,810−13,329Reserves

9,852

8,819

5,947

8,353

Others42,28541,280

Others45,01942,196
Fixed liabilities

Fixed assets

303,613308,015

FY2020Starting balance of fiscal year

FY2019411,212

Ⅰ. Change of capital stock in fiscal year

423,941‒ 727‒ 1,767‒ 727‒ 1,767‒ 2,725‒ 32,497

Acquisition of fixed assets

4,847

1,160

Disposition/sale of fixed assets

‒ 972

‒ 55

‒ 6,630‒ 7,604

Reduction due to payment to national treasury pertaining to unnecessary assets, etc.
Ⅱ. Change of capital surplus in fiscal year

Depreciation

597,812

Asset-offsetting liabilities

125,797

130,102440,676

Reserves

143,101

147,817

Buildings

85,50685,421Others34,71530,097

2,076

21,536

Machinery and equipment

30,64033,140372,070

375,924

Change in fiscal year

− 1,376− 12,729

Land

57,21657,268

817,797

818,524

Ending balance of fiscal year (*2)

409,836

411,212Construction in progress

186,310

184,444

Government investment

801,505

802,232

Others82,08580,401

Private investment

16,292

16,292

2,652

2,576

59

62

‒ 456,870‒ 454,145

2,593

2,514

104,554

99,144

108,432

154,560‒ 561,424‒ 553,289

Intangible fixed assets
Patent rights
OthersInvestments and other assets

Total liabilities
Capital stock

Capital surplus
Capital surplus
Cumulative total of other administrative costs

Retained earnings
Total net assets
Total assets

781,906

787,137

Ordinary expenses (*3)
Extraordinary loss (*4)
Income taxes(¥ million)

Proceeds from subsidies

16,038

13,952Other Proceeds

156,820

159,422

Other payments‒ 114,172‒ 117,686

787,137

781,906(¥ million)

161,251

155,000

145,591
11,263138,043
12,071

52

4,217

4,820

8,135

35,183Financial expenses

145

41

Administrative cost total

177,992

371,325

Others34

26

161,541

156,358

Revenues from government funding for
operational grant

109,649

107,488

Revenues from contracted research

11,215

12,052

Revenues from facilities expenses

269

1,508

Revenues from subsidies

10,907

10,325

Reversal of asset-offsetting liabilities

11,763

11,972Others17,73813,013Extraordinary loss (C) (*4)

8,558

181,090Extraordinary income (D)10,392

201,319

Income taxes (E)48

52

Reversal of reserves carried over from previous
Medium-/Long-Term Objectives period (F)

87

190

2,163

21,725Ⅳ．
Fund increase (or decrease) (D = A + B + C)

52,654

1,934

Ⅴ．
Starting balance of fund (E)125,447

123,513Ⅵ．
Ending balance of fund (F = E + D) (*5)

178,101

125,447(Reference) Relation between Ending Balance of Fund and Cash and Deposits(¥ million)

FY2020Ending balance of fundTime deposits
Cash and deposits (*1)(*5)

FY2019178,101

125,447−−

178,101

125,447(Reference) Impact on FY2019 Financial Statements of Revision of Accounting Standards for Incorporated Administrative Agencies
The FY2019 Financial Statements include amounts generated prior to FY2018 due to accounting processes associated with therevision of the Accounting Standards for Incorporated Administrative Agencies (September 3, 2018).
○ Accounting Process for Reserves
As reserves with measures on source of revenue from government funding for operational grant and other funds were stipulated to
be included in liabilities and the same amount to be included in assets as a reserve offset, the transferred amount of these reserves
prior to FY2018 (163,879 million yen) is included in extraordinary loss, and the earnings pertaining to reserve offsets prior to FY2018(123,722 million yen) is included in extraordinary income.
○ Accounting Process for Amount Equivalent to Expenses Related to Specific Assets
Since the new accounting standards stipulate that, of the succeeded assets, an amount equivalent to the expenses related to specificassets is to be deducted from the capital surplus instead of being included in expenses, extraordinary income was increased as aresult of the inclusion in earnings of 19,639 million yen that had been included in expenses prior to FY2018, and the same amountappears in FY2019 Other Administrative Cost.”

For details on financial statements, please see JAEA website.
https://www.jaea.go.jp/about_JAEA/financial/(in Japanese).
Figures are rounded to the nearest integer for the unit provided. The total shown may differ from the sum of relevant individual items.

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)

51

Basic Information

48

Other administrative costs

Japan Atomic Energy Agency‒ 42,661‒ 9,571

Ordinary expenses (A) (*3)

Gross profit for fiscal year
(B – A – C + D – E + F)

13,028‒ 42,115‒ 1,523

336,142

Ordinary revenues (B)Personnel expenses

FY201916,572‒ 896

169,857

General and administrative expenses

FY202036,979FY2019Contracted expenses

Items
Ⅰ．
Cash ﬂow from business activities (A)Ⅱ．
Cash ﬂow from investment activities (B)FY2020

181,090(¥ million)(https://www.jaea.go.jp/about_JAEA/financial/ (in Japanese))Ⅲ．
Cash ﬂow from ﬁnancial activities (C)

Item

8,558

Cash Flow Statement411,212(https://www.jaea.go.jp/about_JAEA/financial/ (in Japanese))

Operations expenses

Ⅲ. Change of retained earnings in fiscal year

409,836

FY2019155,000‒ 18,290

46,833

FY2020161,251‒ 7,708259

48,910

Profit and Loss Statement(https://www.jaea.go.jp/about_JAEA/financial/ (in Japanese))

Expenses on profit and loss statement

Total liabilities and net assets‒ 229

Outcome
Outcome ofof Value Creation
Creation

Administrative Cost Statement(*2)

Impairment of fixed assets
OthersFoundation for Creating Value

552,839441,756

Tangible fixed assets

50(¥ million)(https://www.jaea.go.jp/about_JAEA/financial/ (in Japanese))

FY2019

Nuclear materials

Securities

Statement of Changes in Net Assets

Policies
Policies forfor Creating
Creating Value
Value

Balance SheetOutline of Budget and Settlement

Explanations of Items in Summary of Financial Statements

Comparison of Budget and Settlement(1) Balance Sheet

Items: Cash and deposits

Securities: Trading securities, government bonds that mature within 1 year, government-guaranteed bonds

Nuclear materials: Nuclear source materials and nuclear fuel materials stipulated by relevant laws and regulations

Buildings: Buildings and ancillary equipment

Machinery and equipment: Machinery and equipment

Land: LandConstruction in progress: Amount expended and materials appropriated for construction or production in progress

Intangible fixed assets: Patent rights, trademark rights, software, etc.

Investments and other assets: Investment securities, long-term prepaid expenses, security deposits, security money, etc.

Debt from government fundingfor operational grant: Account that shows the liability generated when receiving government funding for operational grant

Others (current liabilities): Accounts payable, accrued expenses, deposits received, etc.

Reserves: Specific future expenses or losses accrued as expenses or losses for the fiscal year, including reserve for bonus,
reserve for retirement benefits, reserve for radioactive waste, and reserve for environmental measures

Budget amount

Settlement amount

Incomings
Government funding for operating expenses

132,103

132,103

Government subsidies

16,237

18,1780

1,105

Revenues from contract, etc.

3,054

12,060

Other income

1,643

4,383

Other subsidies

Contribution for treatment and disposal of waste
Amount carried over from previous fiscal year
Total

9,400

10,105

146,094

148,050

308,532

325,984

4,353

4,515

Outgoings

Asset-offsetting liabilities: Liabilities appropriated when depreciable assets are obtained in accordance with the purpose of use predeterminedby the Agency and within the scope envisaged by the Medium-/Long-Term Plan by means of government funding for
operational grant or subsidies, etc. from national or local government

Others (fixed assets): Long-term donations deposited, asset retirement obligations, etc.

Business expenses

141,943

146,490

Capital stock: Paid-in capital sourced from investment in the Agency

Expenses related to government subsidies

16,346

18,057

Capital surplus: Capital other than capital stock and retained earnings(in the case of appropriation of fixed assets, those appropriated assets deemed to constitute part of the Agency sfinancial basis in consideration of the nature of the acquired asset)

Expenses related to contract, etc.

Cumulative total of other administrative costs

Retained earnings: Cumulative total that shows the practical reduction in the financial basis of the Incorporated Administrative Agency
corresponding to the reduction in the assets acquired using government investment, facilities expenses granted bygovernment, etc. as the source of funds.
: Cumulative total of surplus generated in connection with the Agency s operations

General and administrative expenses

Expenses related to other subsidies

Amount carried over to next fiscal year
Total

0

1,105

3,050

11,533

142,839

146,039

308,532

327,740

Foundation for Creating Value

Cash and deposits(¥ million)

Policies
Policies forfor Creating
Creating Value
Value

Summary of Financial Statements

For details, please see JAEA s financial statements.

(2) Administrative Cost Statement
Expenses on profit and loss statement: Ordinary expenses, extraordinary loss, and income taxes on the profit and loss statement

Other administrative costs: Account that shows the level of the practical reduction in the financial basis of the Incorporated Administrative
Agency corresponding to the reduction in the assets acquired using government investment, facilities expenses
granted by the government, etc. as the source of funds.

Administrative cost

: Account that has the character of the full cost used for generating the output of the Incorporated Administrative
Agency and the character of an indicator showing the basis for calculating costs related to the operations of theIncorporated Administrative Agency that are attributable to the nation(3) Profit and Loss Statement: Expenses required for R&D operations of the Agency

Contracted expenses: Expenses required for contracted operations of the Agency

General and administrative expenses: Expenses required for the headquarters management sectors of the Agency

Financial expenses: Expenses for financing and leasing, such as interest payments

Others (ordinary expenses): Miscellaneous losses, etc.

Revenues from government fundingfor operational grant: Revenues originating from government funding for operational grant which is recognized as revenues for thefinancial year

Revenues from contracted research: Revenues arising from contracted research

Revenues from facilities expenses: Revenues originating from facility expenses from the government which is recognized as revenues for the financial year

Revenues from subsidies: Revenues originating from subsidies, etc. from national and local government which is recognized as revenues forthe financial year

Reversal of asset-offsetting liabilities: Asset-offsetting liabilities converted to revenues in response to depreciation, etc.

Others (ordinary revenues): Miscellaneous income, etc.

Extraordinary loss

: Loss on retirement or sale of fixed assets, casualty loss, etc.

Extraordinary income: Income corresponding to the cost of retirement of fixed assets, etc.

Income taxes: Paid amount of corporate, resident, and enterprise taxes

Reversal of reserves carried over fromprevious Medium-/Long-Term Objectives period

Outcome
Outcome ofof Value Creation
Creation

Operations expenses: Reversal arising from cost generated for the fiscal year for the retained earnings carried over from the previous
Medium-/Long-Term Objectives period in accordance with Article 21, Paragraph 1, of the Act on the Japan Atomic
Energy Agency(4) Statement of Changes in Net Assets
Ending balance of fiscal year

: Balance shown in the net assets section of the balance sheet

Basic Information(5) Cash Flow Statement
Cash flow from business activities: Cash flow originating from activities other than investment or financial activities, such as revenues from provision ofservices and payments for purchase of raw materials, commodities, or services(shows the state of funds for the execution of the Agency s normal operations)

Cash flow from investment activities: Cash flow originating from acquisition, sale, etc. of fixed assets(shows the state of funds for investment activities to secure the business base for the future)

Cash flow from financial activities: Cash flow originating from procurement and repayment of funds, such as incomings and outgoings of funds andincomings and outgoings due to issuance and redemption of bonds and borrowings and repayments

52Japan Atomic Energy Agency

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)

53

Presidentʼs Explanations on Financial Situation and Operation Status(Assets)
The total of assets as of the end of FY2020 was 781,906 million
yen, a decrease of 5,230 million yen (1%) compared with the endof the previous fiscal year. The main causes of this were an
increase in new acquisitions necessary for business operation
and a decrease in depreciation due to the elapse of time.

(Liabilities)
The total of liabilities as of the end of FY2020 was 372,070 million
yen, a decrease of 3,854 million yen (1%) compared with the endof the previous fiscal year. The main causes of this were, as in thecase of assets, an increase in new acquisitions necessary forbusiness operation and a decrease in depreciation due to theelapse of time.

(2) Administrative Cost Statement
yen of extraordinary loss that was included in FY2019 following
the revision of the Accounting Standards for Incorporated
Administrative Agencies and other related regulations.

(3) Profit and Loss Statement(Ordinary expenses)
Ordinary expenses in FY2020 were 161,251 million yen, an
increase of 6,251 million yen (4%) compared with the previous
fiscal year. The main cause of this was the new inclusion of 6,478
million yen of transferred reserve for radioactive waste.
(Ordinary revenues)
Ordinary revenues in FY2020 were 161,541 million yen, an
increase of 5,183 million yen (3%) compared with the previous
fiscal year. The main cause of this was, as in the case of ordinary
expenses, an increase in revenues pertaining to the offsetting ofThird Medium-/Long-Term Objectives Period

Items

FY2015FY2016FY2017FY2018FY2019FY2020Assets948,147

753,495

696,898

695,391

787,137

781,906

Liabilities

394,226

266,329

265,770

271,451

375,924

372,070

Net assets

553,921487,166

431,128

423,941

411,212409,836

Administrative cost

−

−

−

−

371,325

177,992

Ordinary revenues

182,875

160,309

161,542

175,020

156,358

161,541

Ordinary expenses

182,277

158,696

158,920

173,063

155,000

161,251961

427− 2,182

2,002

21,725

2,163

Cash flow from business activities

32,46015,89725,38018,114

13,028

16,572Gross profit [or loss (indicated by negative sign)] for fiscal year
Cash flow from investment activities− 38,737

9,874− 24,718− 9,006− 9,571

36,979Cash flow from financial activities− 2,397− 3,181− 2,478− 2,570− 1,523− 896

Ending balance of fund99,242

118,791

116,975

123,513

125,447

178,101(¥ million)
Category

Totalwith the previous fiscal year. The main cause of this was anincrease of 43,568 million yen in income from sale of securities.
(Cash flow from financial activities)
The cash flow from financial activities in FY2020 was a deficit
figure of 896 million yen, a deficit reduction of 626 million yen(41%) compared with the previous fiscal year. The main cause ofthis was a decrease of 549 million yen in expenditure arisingfrom the repayment of lease obligations.

Category
Expenses

Incomings
Government funding for operating expenses
Subsidy for facility maintenance expenses
Subsidy for expenses to manage specific largeadvanced research facilities
Subsidy for business expenses to promote nuclear
security improvement, etc.
Subsidy for nuclear transmutation R&D expenses
Subsidy for business expenses to promote
decommissioning research, etc.
Revenues from contract, etc.

134,094100
10,183508
103(¥ million)
Total
154,550

Ordinary expenses

154,550

Business expenses

133,684

General and administrative expenses

5,104

Expenses related to contract, etc.

3,112

Depreciation expenses

12,650

Revenues

154,189

1,318

Revenues from government funding for operational grant

111,024
12,111

3,115

Revenues from subsidies

Other revenues

3,867

Income from waste disposal for research facilities, etc.

Contribution for treatment and disposal of waste
Amount carried over from previous fiscal year
(carried-over waste treatment business expenses)
Total

9,400

Income from contract, etc.

3,112

138,199

Revenues from contribution for treatment
and disposal of waste

6,166

300,887

Other income

4,063

Reversal of asset-offsetting liabilities

12,650

Revenues from reserve offsets

5,059

Outgoings(5) Cash Flow Statement(2) Revenues and Expenditure Plan

5,820

3

Net loss

361

Reversal of reserves pursuant to Article 21, paragraph 4,of the Act on the Japan Atomic Energy Agency

361

Business expenses
Expenses related to subsidy forfacility maintenance expenses
Expenses related to subsidy for expenses to manage
specific large advanced research facilities
Expenses related to subsidy for business expenses topromote nuclear security improvement, etc.
Expenses related to subsidy for
nuclear transmutation R&D expenses
Expenses related to subsidy for business expenses topromote decommissioning research, etc.
Expenses related to contract, etc.

196,225

Expenditure for business activities

150,041

3,112

Expenditure for investment activities

67,327

Amount carried over to next fiscal year

83,518Amount carried over to next fiscal year

Total

100
10,183508

Gross loss

(3) Financing Plan

300,887(¥ million)
Category

103
1,318

0

Outgoing funds

Incoming funds

Total
300,887

83,518300,887

Revenues from business activities
Revenues from government funding for
operational grant
Reception from other accounts

162,587

Revenues from subsidies
Revenues from waste disposal for
research facilities, etc.
Revenues from contract, etc.
Revenues from contribution fortreatment and disposal of waste
Other income

12,111

Revenues from investment activities

100

131,903
2,191

3,112
9,400
3,867

For details, please see the Annual Plan.

54

Japan Atomic Energy Agency

100
138,199

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)

55

Basic Information

3

Revenues from facility maintenance expenses
Amount carried over from previous fiscal year

Outcome
Outcome ofof Value Creation
Creationincrease in new acquisitions necessary for business operation
and a decrease in depreciation due to the elapse of time.

(1) Budget

General and administrative expenses(Cash flow from business activities)
The cash flow from business activities in FY2020 was 16,572
million yen, an increase of 3,543 million yen (27%) compared withthe previous fiscal year. The main cause of this was a decrease of
4,093 million yen (4%) in expenditure associated with R&D
activities.
(Cash flow from investment activities)
The cash flow from investment activities in FY2020 was 36,979
million yen, an increase of 46,550 million yen (486%) compared(¥ million)

2. Budget, Revenues and Expenditure Plan, and Financing Plan for Next Fiscal Yearthe reserve for radioactive waste following the new inclusion of
the said reserve.
(Gross profit for the fiscal year)
The gross profit for FY2020 was 2,163 million yen, a decrease of
19,562 million yen (90%) compared with the previous fiscal year.
The main cause of this was a decrease in the 19,639 million yenof profit associated with the specification of succeeded assetsthat was included in FY2019 following the revision of the
Accounting Standards for Incorporated Administrative Agencies
and other related regulations.

(4) Statement of Changes in Net Assets
The total amount of assets as of the end of FY2020 was 409,836
million yen, a decrease of 1,376 million yen (0.33%) comparedwith the previous fiscal year. The main causes of this were an

1. Year-on-Year Comparison of Primary Financial Data

Foundation for Creating Value

Administrative cost in FY2020 was 177,992 million yen, a decreaseof 193,333 million yen (52%) compared with the previous fiscal
year. The main cause of this was a decrease in the 163,879 million(6) Financial Data Year-on-Year Comparison and Budget, Revenues and Expenditure Plan,
and Financing Plan for Next Fiscal Year

Policies
Policies forfor Creating
Creating Value
Value(1) Balance SheetBasic Information on JAEA

Reform of PNC

1956
Atomic Fuel Corporation
established

1967
Power Reactor and Nuclear Fuel
Development Corporation (PNC) established

1998
Japan Nuclear Cycle Development
Institute (JNC) establishedTransfer of part of operations (April 1, 2016)
National Institutes for Quantum andRadiological Science and Technology

October 1, 2005
Independent Administrative
Agency, Japan Atomic Energy
Agency established

Integration (1985)

Enactment of Japan Atomic
Energy Agency Act (2004)

1956
Japan Atomic Energy
Research Instituteestablished

Report Concerning theIntegration of Two Corporations(2003)

Japan Nuclear Ship Research and Development Agency

Consolidation andrationalization plan for special
public corporations (approvedby the Cabinet in 2001)

History

April 1, 2015
Name changed to National Research and Development Agency,
Japan Atomic Energy Agency

Law Underlying Establishment of JAEA
Act on the Japan Atomic Energy Agency, National Research and Development Agency (Act No.155 of 2004)

President
Executive Vice President
Executive Directors (6)Auditors(2)

Corporation

Outline of operations

Relation to JAEA

Mutual Aid Association for Japan
Atomic Energy Agency

Promotes the benefit and welfare of executive directors, staff and other employees of Japan Atomic
Energy Agency and its full-time officers and employees and conducts activities to contribute to andachieve the advancement of the Agency s operations.

Related public
interest corporation

Institute of Radiation Measurements

Conducts activities necessary to improve the reliability of radiation measurement and uses the resultsof these activities and training and education on radiation measurement to contribute to and achieve
the healthy advancement of the development and use of nuclear energy and radiation and therealization of a safe and secure society.

Related public
interest corporation

Japan Chemical Analysis Center

Conducts activities such as analysis and measurement of radioactive materials contained inenvironmental materials, analysis and measurement of various other substances, related investigation
and research to contribute to the improvement of the health and safety of the Japanese people, andactivities to contribute to the promotion of academia and science and technology.

Related public
interest corporation

Radiation Application Development
Association

Promotes activities for radiation application and conducts activities to contribute to the improvementof the lives of the Japanese people and the establishment of a sustainable society by promoting
dissemination of knowledge and technology related to the use of nuclear energy.

Related public
interest corporation

Research Organization for Information
Science and Technology (RIST)

Comprehensively promotes investigation and collection of information on studies and technology
development pertaining to information science and technology and information in the science andtechnology field, and activities to contribute to the development of academia and science and technology.

Related public
interest corporation

Radwaste and Decommissioning
Center (RANDEC)

Endeavors to contribute to the preservation of the global environment, smooth advancement of thedevelopment of nuclear energy, and the formation of a safe society in which the Japanese people canfeel secure through conduct of back-end activities relating to nuclear energy use and dissemination of
the outcomes thereof, including the decommissioning of nuclear facilities and processing anddisposal of radioactive waste generated through the development and use of nuclear energy, andconducts activities to contribute to the promotion of science and technology.

Related public
interest corporation(Management Sector*1)
Decommissioning and Radioactive Waste
Management Head Office

For details, please see the detailed statements attached to JAEA s financial statements. (https://www.jaea.go.jp/about_JAEA/financial/ (in Japanese))

Safety and Nuclear Security Administration
Department

Accounting Auditor

Policy Planning and Administration Department

KPMG AZSA LLC

Foundation for Creating Value

Organization (as of June 2021)

Major Specified Affiliated Companies, Affiliated Companies and Related Public Interest Corporations

Policies
Policies forfor Creating
Creating Value
Value

Profile of Organization

General Affairs Department
Personnel Department

Transition in Number of Staff and Budget

Financial Affairs Department

Budget(¥ billion)
400

Contract Department
Public Relations Department
International Affairs Department
Office of Auditor
Auditor for Nuclear Safety

Sector of Fukushima Research andDevelopment

Intellectual Resources Management and R&D
Collaboration Department
Construction Department

4,248

4,157

4,078

300

3,955

3,948

3,922

192.7

188.6

189.1

3,892

3,831

Sector of Nuclear Safety Research andEmergency Preparedness
Sector of Nuclear Science Research(Common Mission Sector*2)

4,338(persons)
5,000

209.4
200

200.4

195.0

195.4

177.0

182.8

3,741

3,683

195.4

195.4

3,133

4,000

3,104

3,090

3,090

3,116

156.8

153.8

154.9

156.0

3,000

148.8

Sector of Fast Reactor and Advanced Reactor
Research and Development
Sector of Nuclear Fuel, Decommissioning andWaste Management Technology Development

April 1, 2016 National
Institutes for Quantum andRadiological Science andTechnology launched

100

2,000

Sector of Tsuruga Decommissioning
Demonstration

Center for Computational Science & e-System
Nuclear Human Resource Development Center
Integrated Support Center for Nuclear
Non-proliferation and Nuclear Security
Preparatory Office of New Research Reactor

0

2005

2006

2007

2008

2009

2010

2011

2012

2013

2014

2015

2016*

2017

2018

2019

Outcome of Value Creation

Smart Operation Promotion Office(Research and Development Sector)

No. of staff as of fiscal year-end (No. of employees under age-limit system)

1,000
2020 (FY)

October 1, 2005 Japan Atomic Energy Agency launched* Decrease in staff and budget with launch of National Institutes for Quantum and Radiological Science and Technology

Tsuruga Head Office*1 JAEA s organization was restructured on April 1, 2021. The former R&D Program Management Department and Office of Strategy and International Affairs changed
to the Policy Planning and Administration Department and International Affairs Department, respectively, through transfer and integration of their operations.
The operation of the nuclear safety audit was transferred from the former Legal and Audit Department to the Auditor for Nuclear Safety and the former Legal and
Audit Department became the Office of Auditor.
*2 The Preparatory Office of New Research Reactor, established on April 1, 2021, reports directly to the President.

The number of full-time employees under the age-limit system as of the end of FY2020 was 3,116 (an increase of 26 compared with theend of the previous fiscal year), and the average age was 42.8 years (43.2 years as of the end of the previous fiscal year). The number offull-time employees under the age-limit system does not include persons seconded from the national government or private companies.
The number of employees retiring on Wednesday, March 31, 2021, was 102.

56

Japan Atomic Energy Agency(1) Major facilities, etc. completed this fiscal year
・None(2) New construction or expansion of major facilities, etc. in progress this fiscal year
・Safety measures at nuclear facilities, etc.
・Establishment of research base facilities toward decommissioning of TEPCO s Fukushima Daiichi Nuclear Power Station

Basic
Basic Information
Information

Employees

State of Establishment of Important Facilities(3) Major facilities, etc. disposed of this fiscal year
・Sale of Arayadai site (land) (Tokai Base) (acquisition cost 31 million yen)・Sale of Ichirizuka housing site (land) (Tokai Base) (acquisition cost 99 million yen)・Disposition of shafts and drifts of Mizunami Underground Research Laboratory (Tono Base)(acquisition cost 7,392 million yen; accumulated depreciation 873 million yen)

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)57

Basic Information on JAEA

Other Information for Publication

Principal Themes◆ JAEA publicizes its activities through various media.

JAEA prioritizes the following themes: establishment of technologies towards
the revitalization and reconstruction of Fukushima; continuous improvement of
nuclear safety, basic and fundamental research to support nuclear energy;
establishment of decommissioning and waste management technologies;
establishment of fast reactor cycle technologies; and implementing thedecommissioning of Fugen and Monju. These are based on energy policies
encompassing nuclear energy and the science and technology policies shown in
the Strategic Energy Plan (Cabinet Decision of July 2018), the Fifth Science andTechnology Basic Plan (Cabinet Decision of January 2016) and the basic policy ofthe decommissioning plan for Monju (Cabinet Decision of June 2017).

Establishment ofTechnologies toward the
Revitalization andReconstruction of Fukushima

Establishment of
Decommissioning and Waste
Management Technologies

Continuous Improvementof Nuclear Safety

Establishment of Fast
Reactor Cycle Technologies

Basic and Fundamental
Research to Support
Nuclear Energy

Implementing theDecommissioning of
Fugen and Monju

R&D Sites, etc. (as of June 2021)• Toki Research Institute of Isotope
Geology and Geochronology
959-31 Jorinji, Izumi-cho,
Toki-shi, Gifu 509-5102
Tel: +81-572-53-0211

Aomori Research andDevelopment Center(Miharu)
10-2 Fukasaku, Miharu-machi, Tamura-gun,
Fukushima 963-7700
Tel: +81-247-61-2910(Mutsu)400 Kitasekine, Sekine, Mutsu-shi,
Aomori 035-0022
Tel: +81-175-25-3311(Minamisoma)
45-169 Sukakeba, Kaibama, Haramachi-ku,
Minamisoma-shi, Fukushima 975-0036
Tel: +81-244-25-2072

Naraha Center for Remote Control
Technology Development

Okuma Analysis andResearch Center

65-20 Kizaki, Tsuruga-shi,
Fukui 914-8585
Tel: +81-770-23-3021

Tokyo Office

3 Myojin-cho, Tsuruga-shi,
Fukui 914-8510
Tel: +81-770-26-1221

Harima SR Radioisotope
Laboratory

Prototype Fast Breeder
Reactor Monju

1-1-1 Kouto, Sayo-cho, Sayo-gun,
Hyogo 679-5148
Tel: +81-791-58-0822

2-1 Shiraki, Tsuruga-shi,
Fukui 919-1279
Tel: +81-770-39-1031

5 Kitahara, Ottozawa, Okuma-machi,
Futaba-gun, Fukushima 979-1301
Tel: +81-246-35-7650

Iwaki Office
8F Taira Central Building, 7-1 O-machi,
Taira, Iwaki-shi, Fukushima 970-8026
Tel: +81-246-35-7650

Fukushima Office
7F NBF Unix Building, 6-6 Sakae-machi,
Fukushima City, Fukushima 960-8031
Tel: +81-24-524-1060

Ningyo-toge Environmental
Engineering Center

6-2, 54 Nouma, Tsuruga-shi,
Fukui 914-0833
Tel: +81-770-20-0050

1550 Kamisaibara, Kagamino-cho,Tomata-gun, Okayama 708-0698
Tel: +81-868-44-2211

Genki Future Vision

JAEA 2050+― Dissemination of Scientific Achievements ―765-1 Funaishikawa, Tokai-mura, Naka-gun,Ibaraki 319-1184
Tel: +81-29-282-1122

Nuclear Science Research Institute
2-4 Shirakata, Tokai-mura, Naka-gun,Ibaraki 319-1195
Tel: +81-29-282-5100

J-PARC Center

Paris Office28, rue de Berri 75008 Paris,
FRANCE
Tel: +33-1-42-60-31-01

2-4 Shirakata, Tokai-mura, Naka-gun,Ibaraki 319-1195
Tel: +81-29-282-5100

Nuclear Fuel Cycle Engineering
Laboratories (NCL)
4-33 Muramatsu, Tokai-mura, Naka-gun,Ibaraki 319-1194
Tel: +81-29-282-1111

Oarai Research andDevelopment Institute

Leonard Bernsteinstrasse 8/2/34/7,
A-1220, Wien, AUSTRIA
Tel: +43-1-955-4012

4002 Narita-cho, Oarai-machi,
Higashi-ibaraki-gun, Ibaraki 311-1393
Tel: +81-29-267-4141

Nuclear Emergency Assistance andTraining Center (NEAT)

Research Achievements

Technical Seeds Collection

Research and Development Reports

Inquiries

Basic
Basic Information
Information

Vienna Office

Japan Atomic Energy Agency

JAEA Pamphlets

Headquarters

Nuclear Emergency Assistanceand Training Center (NEAT) (Fukui)

Outcome of Value Creation

19F Fukoku Seimei Building,
2-2-2 Uchisaiwaicho, Chiyoda-ku,
Tokyo 100-8577
Tel: +81-3-3592-2111

Fugen Decommissioning
Engineering Center58― Publicity Brochures ―1-22 Nakamaru, Yamadaoka, Naraha-machi,
Futaba-gun, Fukushima 979-0513
Tel: +81-240-26-1040

Tsuruga Head Office1201 Pennsylvania Avenue, NW, Suite 240,
Washington, D.C. 20004, U.S.A.
Tel: +1-202-338-3770

Introducing JAEA activities through video
streaming services.

(Tomioka)
790-1 Ohtsuka, Motooka, Tomioka- machi,
Futaba-gun, Fukushima 979-1151
Tel: +81-240-21-3530• Mizunami UndergroundResearch Laboratory
1-63 Yamanouchi, Akiyo-cho,
Mizunami-shi, Gifu 509-6132
Tel: +81-572-66-2244

Washington OfficeInformation on the activities of JAEA, suchas R&D status.

https://www.jaea.go.jp/english/
jaea_channel/

Foundation for Creating Value

Tono Geoscience Center

https://www.jaea.go.jp/english/

JAEA Channel

Collaborative Laboratories for
Advanced Decommissioning
Science (CLADS)

Horonobe UndergroundResearch Center
432-2 Hokushin, Horonobe-cho,Teshio-gun, Hokkaido 098-3224
Tel: +81-1632-5-2022

Social Network Services(Twitter official account@JAEA_en)

JAEA Homepage

Policies
Policies forfor Creating
Creating Value
Value

Principal Themes in R&D and Location of R&D Sites

An Inquiry Page is available on our website Home Page https://www.jaea.go.jp/english/query/

11601-13 Nishi-jusanbugyo,
Hitachinaka-shi, Ibaraki 311-1206
Tel: +81-29-265-5111

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)59

Quantitative Analysis of the JAEA Achievements
Dissemination of R&D Achievements
Number of Papers Published

Others293

Cooperation/Collaboration with Other Organizations
Oral Presentations

994

890

Number of JAEA Reports Published

153
116
27

(Entrusted Research, etc.)

13,585

Japan Atomic Energy Agency

Awards from
Various Academic Associations

participants

13

Public Hearings and Public Relations Activities

Open Campus/Hosting ofIndividual Visitors

496
309

times

(Total approx.)

21,000participants(Total approx.)

times

7,400

participants

50
Basic
Basic Information
Information

60

3
3

182

Public Hearings and Public Relations Activities

Outreach Activities

million yen

40

Domestic Training Courses

Number of Cross-Appointment Researchers

External Research Funds

AwardsAwards from
the MEXT Minister

participants from

Domestic

Outcome of Value Creation

New Patents (Domestic Only)

117

Awards from
Various Foundations

124

countries

Facility Sharing Contracts

Number of
Entrusted Research Contracts

International

219
10

Number of226

Cooperation Arrangements with Other Organizations

International Training Courses

Indicators of R&D Activities
Number of
Joint Research Projects

Performance Information

Foundation for Creating Value

Peer-Reviewed

1,183

Policies
Policies forfor Creating
Creating Value
Value

JAEA at a Glance

Annual Report Japan Atomic Energy Agency 2021 (Business Report FY2020)61