Improvement of Plant Performance Japan Nuclear Safety Institute
JANSI was established in November 2012 to realize industry self-regulation based on the consensus of the nuclear industry that "Never Allow the Fukushima Daiichi Accident to Happen Again". As a self-regulatory organization, JANSI has been leading and supporting operators' initiatives for autonomous and continual improvement from an independent standpoint, with the mission of "Pursuing the world's highest level of safety -Untiring Pursuit of Excellence-”. Initially, there were misunderstandings and lack of communication on both sides regarding the independence of self-regulatory organizations. However, gradually a common understanding has been fostered on what ideal the industry self-regulation should be. In March 2019, we established “JANSI – Ten-Year Strategy” as a long-term strategy that sets and shares a vision for the future that JANSI and operators aspire to, and clarifies the roadmap for its realization. This strategy has been developed in unison by operators and JANSI, taking into consideration the changes in the environment over the next 10 years, and referring to the opinions of experts in Japan and abroad. In March 2024, five years after its enactment, the Ten-Year Strategy was substantially revised to reflect the following changes in the environment. (1) Changes in the social environment, such as energy security and green transformation (rising expectations for nuclear energy) (2) Progress in the Ten-Year Strategy, including the world's first recognition that the peer review conducted by JANSI is equivalent to that of WANO (3) Leading examples in the U.S. We will work in chorus with operators to realize a higher vision for the future, using this strategy as a guidepost. Since this is a long-term strategy, effectiveness of the activities and business environment changes will be regularly evaluated and the strategy will be updated as necessary. Self-Regulation Nuclear Industry is “common destiny” Self-regulation means the operators voluntarily and continuously improving safety and pursuing excellence (=the world's highest level of safety) by disciplining oneself and each other, not being satisfied with meeting only legal regulatory standards. Self-regulatory organization is an organization that leads the operators so that their self-regulation can proceed effectively and efficiently. 1 ●Operators have achieved the world's highest level of safety and reliability, and are maintaining and continuing that state by establishing voluntary and continuous safety improvement initiative. ● JANSI leads operators from an independent standpoint as the authority of world’s excellence.
Critical Success Factor
1. Fostering of healthy safety culture 2. Operation of voluntary continuous improvement foundation program 3. Securing/developing personnel necessary for business operations 4. As a self-regulatory organization, enhance/strengthen the foundation of functions, awareness, technical capabilities, etc., and implement effective/efficient activities
For the next 10 years, JANSI's projects and activities to realize the critical success factors have been set as main actions. The projects and activities in the main actions are divided into "base operations," which have been conventionally and continuously implemented, and "strategic operations" which is the operations to strategically strengthen the main actions based on advanced overseas initiatives, changes in the business environment, progress in activities, etc., with the former being shown in gray while the latter in brown.
Critical Success Factors
ostering of healthy safety culture
Main Actions
(1)Lead the awareness raising of operators as the main actor of self-regulation © JANSI continues to conduct direct interviews with newly appointed CEO/CNOs, encourages voluntary and continuous pursuit of safety, and elicits strong commitment from the top management of operators to prioritize safety. ●JANSI continues providing the operators with opportunities to have lectures of those who have experienced the Fukushima Daiichi accident, video materials, and supports the operators to work for reflecting and remembering the lessons learned from the accident. (2)Support the safety culture fostering activities ● In order to foster an organizational culture that contributes to the safety of stations including the utility corporate office, JANSI presents thoughtful insights into safety culture and promotes initiatives to improve utilities' self-assessment capabilities. (3)Determine/develop organizational effectiveness to maintain and continue high performance ● In the pursuit of sustainability, JANSI aims to incorporate advanced initiatives in organizational effectiveness evaluation into Japan, while also building and operating approaches appropriate to Japan's unique circumstances. JANSI advances initiatives in cooperation with WANO.

Main Actions
(4)Pursuit of the world’s excellence
●JANSI constantly grasps the world's operating experience and excellence, revises guidelines, etc., and shares with the operators to encourage voluntary improvement, and provides the operators with an effective platform to promote voluntary improvement in collaboration with the industry. (5)Effective/efficient implementation of high-quality Peer Review © JANSI implements the globally high-quality JANSI Peer Review (domestic voluntary Peer Review) once/four years. ●JANSI further strengthens collaboration with WANO by improving its Peer Review capabilities, maintaining/renewing WANO equivalency, continuing substitute Peer Review about once/year, etc. ●Under a mid- and long-term plan and in consideration of PMCM effectiveness check, etc., JANSI introduces the "graded approach Peer Review" (GAPR) which focuses on some review areas when JANSI implements JANSI Peer Review at model plants.
(6)Maturing and effective utilization of PMCM
●JANSI develops and matures PMCM technique and ensures its effectiveness in order for operators to voluntarily and continuously grasp plant performance, detect signs of decline early, and take prompt action. ● JANSI provides the operators with effective, efficient and valuable activities as a whole, in which “JANSI activities" including peer reviews and continuous monitoring of plant performance and "WANO activities" are harmonized yet remain independent.

Main Actions
(7)Continuous improvement of Plant Integrated Assessment
● JANSI comprehensively evaluates plant performance, improves the effectiveness of peer pressure and incentives, and makes the system work. Improvement of Plant Integrated Assessment system (8)Improvement of OE activities ●JANSI reaffirms the importance of OE work in the industry, develops the necessary structure and encourages operators to take voluntary preventive measures, and improves analytical competence. (9)Prompt and appropriate response to important issues ● JANSI identifies issues of high importance and urgency, such as the performance of power plants, and common issues faced by the industry, shares roles with other support organizations and confirms the impact on safety, aiming to solve issues effectively and efficiently and contribute to improving safety in the industry. ● JANSI plans special support according to the request of operators and the importance in the industry.

Main Actions
(10)Enhance and implement leadership training, seminars, etc. ● JANSI continues to improve and implement training and seminars including leadership training to develop leaders who will lead voluntary and continuous performance improvement. ● JANSI develops training system so that the operators can effectively utilize the training, seminars, etc. provided by JANSI at each level, and provides programs tailored to the needs of the operators. ● JANSI shifts from SAT introduction support to operators support through confirming that the effectiveness of training has improved and providing advice.
* Base operations are shown in gray, and strategic operations are shown in brown.
Cycle of JANSI activities
In order to fulfill the role of JANSI, JANSI defines the latest standards of excellence and applies it in the cycle of setting up excellence standards, evaluating to these standards and assisting the operators in an effective and timely manner. To this end, JANSI continues to work on raising the skill level of setting up excellence and evaluating, which should lead to appropriate definition of excellence and effective evaluation. Also, JANSI contributes to the improvement of power station performance by actively supporting and giving guidance to the operator’s efforts to address performance issues or close gaps with excellence. JANSI also gains the trust of stakeholders because of fairness and effectiveness of its activities. Critical Success Factors

Main Actions
(11)Establish foundation as self-regulatory organization ● In order to secure the necessary personnel, JANSI responds flexibly to the surrounding environment and makes self-help efforts such as utilizing senior professionals and promoting digital transformation. Also, JANSI enhances communication with the operators and strengthens effective approaches to encourage operators to second and dispatch employees. ●JANSI accurately develops employee training programs, trains and assigns them appropriately, while obtaining cooperation from the operators to improve technical capabilities. ● In order to remember the lessons learned from Fukushima Daiichi Accident, which is the purpose of JANSI's establishment, JANSI continuously conducts activities to maintain conscience of the accident. ●JANSI, as a self-regulatory organization, enhances/strengthens its foundation such as organization, culture, structure and system in addition to personnel and technology. (12)Collaboration with domestic and overseas related organizations & Building trusting relationships, etc. ●JANSI collaborates with ATENA, CRIEPI (NRRC), and other domestic related organizations to identify serious and urgent issues faced by the industry, and each organization divides their roles and works to resolve the issues within the scope of self-regulatory framework, contributing to safety improvement in the industry. ● JANSI seeks to further interact with WANO, INPO and other international organizations, builds cooperative peer relationships, and develops activities that will serve as a bridge between overseas excellence and Japan. ●JANSI aims to improve understanding of self-regulatory initiatives by continuing and deepening communication with NRA, including OE information opinion exchange, in order to increase synergy between self-regulatory and regulatory activities. ● JANSI continues to communicate its self-regulatory initiatives to stakeholders including the general public,

Main Actions
(13)Provides long-term shutdown plant support & restart support ● JANSI strengthens collaboration with restarted plants, including providing special training, and provides the industry's united support to strengthen response for personnel who have very little operating experience due to long-term shutdown. (During shutdown period and restarts) (14)Support for nuclear fuel cycle facilities ● In order to ensure safe/stable operation of nuclear fuel cycle facilities, JANSI provides support to reprocessing facilities including participating in WANO peer reviews, and provides support by leveraging JANSI's strength, which is knowledge and experience in power plant operations, in collaboration with the
Task for Operation Supervisors Certification Exam/Accredita Tasks Separated from Main Actions (secure independency and transparency) ＊Designated by nuclear operators, JANSI judges qualification of operation supervisors in compliance with relevant industry standards (JEAC4804) and the operator's own criteria. / / / /

Activity related
OE: Operating Experiences Information on operating experience including troubles Peer Pressure A mechanism for improving safety through mutual check and balance by holding discussions on safety improvement of the entire operators based on further identification of/response to improvement items and its results through peer reviews, based on the notion that "We are in the same boat" and that the whole nuclear industry is influenced by the performance of each other.
Peer Review
Intended to improve the safety and reliability of station office through experts' visit to power plants and review (evaluation) of activities pertaining to ensuring the safety (nuclear safety, radiation safety, occupational safety, etc.) and reliability of the station office from their professional standpoint. In the nuclear industry, WANO and JANSI conduct peer review of power plants at a fixed frequency. PMCM: Performance Monitoring & Continuous Monitoring Constantly grasps the status of power plant performance from performance monitoring system data and various information. SAT: Systematic Approach to Training Systematically performs training program design and effectiveness evaluation by starting with business analysis and listing necessary knowledge and skills. \ \ / /
Organizations
ATENA: Atomic Energy Association
Established in 2019 as a new organization that plans effective safety measures and promotes introduction to the sites of nuclear operators, while effectively utilizing the knowledge and resources of the entire nuclear industry and engaging in dialogues with the regulatory authority, etc., for the purpose of establishing autonomous and continuous efforts in the nuclear industry. CEO: Chief Executive Officer CNO: Chief Nuclear Officer INPO: Institute of Nuclear Power Operations The operators' self-regulatory organization established in 1979 by the U.S. nuclear operators for the purpose of promoting a high level of safety and reliability in commercial nuclear power generation, as a lesson learned from the TMI (Three Mile Island) nuclear power plant accident that occurred in March 1979. NRA: Nuclear Begulation Authority NRRC: Nuclear Risk Research Center Established in 2014 as a research and development center for developing the technologies and expertise necessary for initiatives by nuclear operators to tirelessly improve the safety of the use of nuclear power generation.
WANO: World Association of Nuclear Operators
A global organization established in 1989 with the aim of improving the safety and reliability of nuclear power plant operations through friendly competition and exchanges among the nuclear operators worldwide in the wake of the Chernobyl nuclear power plant accident.
Monument of a ship's wheel in the JANSI reception area on the 14th floor Self-regulation that the nuclear industry seeks is community regulation led by nuclear operators working in solidarity with JANSI. This concept is represented by a helm of a boat. At the center of the helm is JANSI. JANSI is responsible to set the highest standards and facilitate performance improvement. The grips of the wheel are the operating companies who do the hard work of nuclear excellence every day. The grips or spokes of the wheel are connected together forming a community committed to excellence. At JANSI we value this community and nurture it. The helm of a boat symbolizes the notion “we are in the same boat,” which means that the whole industry is influenced by the performance of each other. The Ten-Year Strategy is the course by which we chart our journey together. We are guided by our collective commitment to Excellence in Nuclear Safety. We are confident in the bright future of the industry as we tirelessly seek the highest standard of excellence and demonstrate a strong commitment and professionalism in the process of achieving community regulation. A helm of a boat delivers a message of such belief and determination of ours.
Outline of JANSI
●Name: Japan Nuclear Safety Institute ●Location: 14F Mita Bellju Bldg., 5-36-7 Shiba Minato-ku, Tokyo 108-0014 TEL 03-5418-9312  FAX 03-5440-3606  URL https://www.genanshin.jp/ ●Date of foundation: November 15, 2012 ●Number of staff: Approx. 190 ●Chairman: William E. Webster Jr. ●President: Isao Kato