Risk Management in the Nuclear Business

Transcription

1 Provisional Translation Document 2, The 4th Meeting, Working Group on Voluntary Efforts and Continuous Improvement of Nuclear Safety, Advisory Committee for Natural Resources and Energy Risk Management in the Nuclear Business October 7, 2013 Kansai Electric Power Co., Inc.

2 CONTENTS 1 1.Safety-First Business Operation -Activities to foster a safety culture is essential to ensure risk management 2.Risk Management at Kansai Electric Power -Corporate schemes of risk management and nuclear risk management 3.Improved Risk Management in Light of the Earthquake -Lessons learned and points of enhancing nuclear risk management in light of the accident at the Fukushima Daiichi Nuclear Power Station

3 1. Safety-First Business Operation 2

4 Safety-First Business Operation 3 Confidence was lost in the wake of the secondary piping break accident at Mihama Unit 3 in August 2004, which caused five deaths and six injuries. Based on the President's statement, all the company staff members are sharing safety principles and promoting creation of a robust safety culture Statement of President (March 2005) "We ensure safety. That is my mission and the company's mission." Safety principles Our commitment to safety (excerpted from the Kansai Electric Power Group's Charter on Safety) We give top priority to safety to ensure the safety of all people concerned. We will all make a strong commitment to keeping our colleagues and their families happy, care about others in our daily communication, foster a culture of open communication, and make improvement continuously to establish a safety-first culture. We will promptly take voluntary safety action whenever we perceive danger, in order to ensure the safety of oneself and others at work and eliminate disasters. Incorporated in principles and plans Management plans <CSR conduct card> My CSR action statement I will be at the forefront of getting through the crisis and regaining confidence My safety action statement We ensure safety. That is my mission and the company's mission. Makoto Yagi, April 1, 2013 Kansai Electric Power Commitment to fostering a safety-first first culture in the organization (excerpted from the Kansai Electric Power Group's Plans for Fiscal Year 2013) CSR conduct card The management will keep communicating with front-line workers and sending out messages and will promote safety activities based on the leadership of the manager of each workplace and the integrated effort of all workers in the workplace. Each worker will take due responsibility, be aware of risks, and take safety actions on one's own initiative. We will perform the plan-do-check-act (PDCA) cycle effectively at each workplace and conduct safety activity creatively in a self-sustained manner. We will share the code of conduct and relevant philosophy with our partner companies, keep communicating with each other, and promote mutually enlightening activities on a group-wide basis. It is understood that fostering a safety culture is essential to ensure risk management activities.

5 Activities to Foster a Nuclear Safety Culture 4 To remember lessons learned from the Mihama Unit 3 accident and promote safety-first business operations, a system was built to evaluate various aspects of nuclear safety culture from different viewpoints and make improvements continuously. President President's statement: "We ensure safety. That is my mission and the company's mission." Quality policies for safety-first nuclear business operations (1 ) We give top priority to safety. (2 ) We positively direct resources to ensure safety. (3 ) We improve nuclear safety continuously and strengthen collaboration with domestic and overseas manufactures and partner companies. (4 ) We make efforts to regain confidence from local communities and the public. (5 ) We evaluate our safety commitments objectively and provide information widely. Quality policies are applied to all activities Nuclear Division Support and cooperation Relevant divisions FEEDBACK Evaluation and improvement I N T P U I. Evaluation of the awareness and action of the organization and people Three pillars of safety culture Viewpoints of evaluation (14 items) Communication Safety culture evaluation Top level commitments Organization that learns lessons II. Evaluation of safety performance Plant safety (increase/decrease of trouble occurrences) Workplace safety (increase/decrease of occupational accidents and unintentional exposure) Society's confidence (increase/decrease of noncompliance) III. External evaluation Local opinions and inputs from the Nuclear Safety Verification Committee

6 Company-wide support to Nuclear Power Division 5 History (summary) April 2005: Nuclear Maintenance Improvement Committee was established Nuclear Maintenance Improvement Committee June 2012: H24.6 Work contents of the Committee were changed Nuclear Safety Promotion Committee Mihama-3 Accident Action Plan Implementation Plan Mihama-s restart Fukushima Daiichi Accident Aug March 2005 July 2005 Feb March 2011 [Measures to prevent Recurrence prevention, Review/coordination of the implementation plan, recurrence of the Proactive prevention analysis and monitor the implementation status Mihama-3 accident] [Activities to foster safety culture] Integrated coordination to prepare the fostering activities Ohi-3/4 restart July 2012 Confirmation and support for the efforts Integrated coordination, confirmation and support for the fostering activities New regulatory criteria July 2013 [Voluntary and continuous efforts to improve safety] Scheme Integrated coordination, confirmation and support for the efforts to improve safety succession Nuclear Ad-hoc Group under Reconstruction Support and Integrated Action Steering Committee Nuclear Safety Promotion Committee Community and Society Nuclear Safety Verification Committee Audit Report Publication of Reports Report Advice Management audit office President (executive board) Nuclear Safety Promotion Committee Internal Audit Report Response Consultation Verify, Support Proposal of discussion Nuclear Power Division Approva Role of the Committee With the consultation from the president, discusses various issues related to nuclear safety and responds the results to the president. Mainly consists of the officers other than Nuclear sector. Most of the VPs and managing directors are included. Total 24 persons Meeting Frequency (as of the end of September, 2013) Committee 170 times <Yearly Performance> 43 in 2005, 32 in 2006, 22 in 2007, 17 in 2008, 14 in 2009, 12 in 2010, 12 in 2011, 14 in 2012, 4 in 2013

7 Also, commissioners who visited the site of Mihama bow in silence before the Monument of Oath of Safety build in memory of the accident at unit 3 of the Mihama nuclear power plant. Problem-solving and development of a sense of unity though communications with the sites 6 Problem-solving as to internal systems by companywide support Through listening to troubles and requests by staffs at the sites, support problem-solving at the sites such as reviewing internal systems by different divisions. Expansion of the range of discretion by staffs at the sites (Division of Accounting) Payment of the costs necessary for technology transfer of contract manufacturers (Purchasing Division) Reinforcement of staff (Division of Human Resources) Communication sessions Improvement of working environment such as setting up ATMs, expansion of rental housing provided by the company at the sites ( 労務部門 ) Development of a sense of unity with the sites Commissioners outside the sites participate communication sessions with young staffs other than communications within each division. (The number of communication sessions participated by commissioners Inspection outside the sites) 2012:18 times (27 participants in total), First half of 2013:6 times (10 participants in total) At the same time, share common outlooks towards issues at the sites through inspection of safety measures and exchange of opinions with executives at the sites. Bow in silence

8 Framework and viewpoints of safety culture evaluation Safety culture evaluation Viewpoints of evaluation (14 items) Evaluation result (FY2012) 7 I. Evaluation of the awareness, action of the organization and people Communication Top Level Commitments ee pillars of safety culture Viewpoints of evaluation (14 items) II. Evaluation of safety performance III. External evaluation Organization that learns lessons Plant safety (increase/decrease of trouble occurrences) Workplace safety (increase/decrease of occupational accidents and unintentional exposure) Society's confidence (increase/decrease of noncompliance) Local opinions and inputs from the Nuclear Safety Verification Committee Top level commitments Communication Organization that learns lessons (1) Whether top priority is clearly given to safety (plant safety, workplace safety and society's confidence) (2) Whether the authority and responsibility of organizations are clearly defined and appropriate (3) Whether front-line workers understand and implement managerial conceptions and values (including partner companies) (4) Whether resources are directed and allocated appropriately (5) Whether the management, Nuclear Power Division and plant managers clearly understand the situation of front-line workers including trouble events and concerns (6) Whether there is good coordination within and between organizations (between the Nuclear Power Division and power stations and within each power station) (7) Whether good communication with partner companies is maintained (8) Whether information is released to outside parties in a timely and straightforward manner. (9) Whether technical capabilities necessary to ensure safety are maintained and improved (including partner companies) (10) Whether rules are observed, and rules are reviewed to improve business operations. (11) Whether trouble and problems are solved and improvements are implemented proactively in consideration of overseas information (12) Whether external opinions are heard actively and reflected in business operations (13) Whether efforts are being made to improve safety and confidence and to prevent workers' accidents by questioning the current status and using the capability of the entire organization to perceive risks (14) Whether the motivation of the Nuclear Power Division and plant personnel is maintained and improved Plant safety Labor safety Societal trust :Evaluate and identify issues based on assessments of trends of troubles derived from serious troubles and human factors, etc. Number of troubles : 8 cases (FY2012) :Evaluate and identify issues based on assessments of trends of workers accidents and unplanned radiation exposure Workers accidents : 4 cases, unplanned radiation exposure: no cases (FY2012) :Evaluate and identify issues based on assessments of trends of inappropriate events related to compliance Violation of the law (intentional or released to the press) : no cases, other violation of the law:1 case (FY2012) Analyze external responses towards our activities and identify issues Examples 8 9 Basically good Basically good Basically good Basically good Basically good Basically good Room for improvement Basically good Room for improvement Basically good Basically good Basically good Room for improvement Basically good No issue No issue No issue No issue

9 第9回Successful results have been obtained in the Continuous tracking of communication with contractors 8 A questionnaire survey is conducted every year to track how contractor companies view the measures taken to prevent any recurrence of the Mihama Unit 3 accident and the behavior and action of Kansai Electric Power personnel. Such surveys were conducted nine times from 2005 to 2012; questionnaires were sent out to about 5,000 people of contractor companies, of which about 60% responded. The survey results and requests and other comments given in the comment field are fed back to power stations, contractor companies and the management, and reported to the Nuclear Safety Promotion Committee Higher evaluation Higher evaluation 第1回<Year-to-year changes of responses from contractors are tracked> development and modification of safety-first processes. 第2回Steady improvement 第3回第4回第5回第6回第7回第8回第9回Successful results have been obtained in workplace safety. 9th8th7th6th5th4th2nd3rd1st第1回There is willingness to hear opinions and requests from contractors. 第2回Steady improvement 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 1st 2nd 3rd 4th 5th 6th 7th 8th 9th There is an easy atmosphere to talk to Kansai Electric Power personnel. Steady improvement 第第第第第第第第第1st 12nd 23rd34th 45th56th67th78th89th91st 2nd 3rd 4th 5th 6th 7th 8th 9th 回回回回回回回回回第3回第4回第5回第6回Plateaued 第7回第8回<Gap between contractors and Kansai personnel is tracked> Higher evaluation There is willingness to hear opinions and requests from contractors. Personnel Gap Contractors 1st 2nd 第 1 回第 2 回第 3rd 3 回第 4th 4 回第 5th 5 回第 6th 6 回第 7th 7 回第 8th 8 回第 9th 9 回 Evaluation of the implementation of the measures to prevent recurrence shows steady improvement trend The result of evaluation of the behavior and action of Kansai Electric Power personnel has plateaued recently. There is a substantial gap between the self-awareness of Kansai Electric Power personnel and the partner companies' perception regarding the behavior and action of the personnel. Further enhancement of communication including direct talks is being pursued

10 Examples of communication-related activity 9 We are taking the following measures while strongly focusing on communication with front-line workers, partner companies and external parties including local communities. Talks between the management and front-line workers A system that allows direct inputs from front-line workers to the management was developed by introducing talks with the President, i.e. the President exchanges views with the employees to visit the all offices, and face-to-face meetings with directors. Bidirectional communication with contractor companies [Talks with the President in 2012] Company: 25 offices Nuclear : 3 sites To make partnership even stronger, talks with the President and Nuclear Division managers are arranged and questionnaires are sent out. (Talks with the President) [Communication with contractors in 2012] Talks with the President : 3 Meeting with Head of Nuclear Div.: 2 Talks with Nuclear Div. Managers : 6 Door-to-door visits After the Mihama Unit 3 accident, the head of the Nuclear Div. and other company personnel visit door-to-door continuously in the host communities (Towns of Mihama, Ohi and Takahama). We have visited about 7,000 houses/year for nine years to hear people's voices. (Door-to-door visit) Various opinions and requests obtained through these activities will be used effectively for risk management

11 Companywide support for nuclear division paper cranes contributed to the sites(2013.jul) 1000 paper cranes and messages contributed to the Mihama, Takahama, and Ohi sites from Toyooka office Messages for the sites (2013.Sep) Messages sent by 510 staffs in total from Wakayama branch and regional offices Messages for Wakasa district(2012. Jun) Messages of encouragement from labor union Himeji district to Wakasa district 姫路地区 Companywide messages of encouragement raise the morale of staffs who belong to the nuclear division such as at the sites.

12 2.Risk Management at Kansai Electric Power 11

13 Corporate governance Risk management schemes Shareholders' 株主総会 meeting Risk リスク管理委員会 Management Committee Chair: 構成 : 委員長 VP, Members: ( 副社長 VP, ) 委員 Managing ( 副社長 常務 Directors ) 12 報告 Report 選任 解任 Board 取締役会 of directors ( 取締役 (directors) ) (decision-making < 経営上重要な事項に係る意思決定 監督機能 and supervision on important management > issues) 付議 報告 Proposal of discussion, report 承認 Approval President 社長 Appointment, dismissal 選任 解任 監督 Appointment, dismissal, supervision (executes operations < 取締役会の決定した方針に基づく業務執行 according to the policy decided by the > board of directors) Audit 監査 Board of auditors 報告 Report Report 報告 監査役会 (auditors) ( 監査役 ) (auditing) < 監査機能 > Appointment, 選任 解任 dismissal 監査役室 Audit office Appointment, dismissal 選任解任 付議 of 報告 report Proposal discussion, Approval, instruction 承認指示 Committee 委員会組織 Organization CSR推進会議答申 < 計画調整 審査 審議機能 > 報告 リスク管理委員会原子力安全推コンプライア経営監査委員会画調整委員承認計会Executive 常務会 board (discusses important issues related to the execution of operations) < 重要な業務執行に係る協議機能 > Response Report 進委員会ンス委員会Inquiry 諮問 [Planning Coordination/ Review/ Discussion] 対策検討指示 Instruction of countermeasures Each operations 各業務執行部門 executive unit (business divisions, internal control divisions ( 事業部門 内部統制部門 子会社 and subsidiaries) ) Internal audit 内部監査 etc. など 監査報告 監査 Audit report 報告 Audit report Management audit 経営監査室 office < 内部監査機能 (internal > auditing) Accounting 会計監査 audit Approval of internal 内部監査 audit plans 計画等の Advice, recommen -dation 助言 勧告 Report 報告 内部監査報告 調査 会計監査人 Accounting auditor (financial auditing) < 会計監査機能 > Nuclear Safety 原子力安全検証委員会 Verification Committee Internal audit report Investigation

14 Report to Risk Management Committee (Common Process for the Whole Company) events which should not be let happen are set in the risk management table such as fatal and injury accidents and identification of risk is ordered for each division. 1Events which should not be let happen Fatal and injury accidents Serious damage to equipment Supply shortage of a large scale(power cut of a large scale or for long hours) Discharge of toxic materials Such as radioactive ones 大項目 リスクにつながる要因中項目 ( および想定事象 ) Risk Management Table 関連 継続 変更 新規 する部門 リスク対策状況 ( 低減 回避 移転 保有 ) 残余リスク 影重頻響要度度性 日常管理の点検結果 ( 必要に応じて別紙に記載 ) 次年度見込み継除続外 2Each division examines measures to be taken for identified risks and evaluates impacts and frequencies of risk based on standards. 3Each division reports risks significant from the managerial point of view to the Risk Management Committee as results of evaluation. 4Comprehensiveness of events related to risks and validity of evaluation are checked through hearings. Loss of credit due to causes other than the above Significant economic loss due to causes other than the above 2Standards for comprehensive evaluation of risk Degree of death or injury Degree of societal impact Degree of power shortage Economic loss Impact L M S Small Medium Large Less than once in years M 中 小 S S 小 S 大 L L 大 中 M S 小 Frequency Less than once a year, more than once in years M Degree of significance L 大 L 中 M L More than once a year

15 Management of Nuclear Risks 14 Risk Study Group in the Nuclear Division(central control of risk in Nuclear Division) Risk identification P Risk evaluation and review of countermeasures P Operation and daily management D Nuclear Division Bringing out voices of front-line workers through talks with the President and face-to-face meetings Identification and shared awareness of challenges through daily meetings including members from power plants and other divisions Communication with local people and hearing people's voices through door-to-door visits Active collection and use of domestic and overseas nuclearrelated information Use of quality management systems (managerial review by the President) and others Risk assessment and countermeasure planning by the lead unit Risk assessment and countermeasure planning through discussion in the Nuclear Division Decision-making by executive board, board of directors, etc. Reported to and discussed at the executive board periodically (monthly) Company-wide management of nuclear risk with discussion in any time on promotion scheme for safety improvement and modifications important to safety, etc. [Issues discussed at the executive board of the Nuclear Div.] FY 2012: 24 (FY 2011: 16, FY 2010: 17) Information sharing by managements Share and discuss nuclear risk flexibly at the meetings by the President and the Vice Presidents Share nuclear risk among managements at each section, branch office and front-line jobsite Daily management based on the Nuclear Division's annual plans or quality targets Evaluation and improvements C/A Confirmation of the handling policy of key risks. Evaluation/review of the established countermeasures Report Advice, Instruction Company Risk Management Committee Number of risk management cases FY2011: 419/company, 50/Nuclear Div. FY2012: 462/company, 57/Nuclear Div. FY2013: 488/company, 60/Nuclear Div.

16 3.Improved risk management in light of the earthquake 15

17 3-1 Company-wide efforts 16

18 Improved risk management in light of the earthquake Each operations executive unit extends the range of postulated risks by enhancing measures against conventional risk events and responding to new risks. 2. Risk events that have not been postulated previously will be taken into consideration when each operations executive unit discusses countermeasures with the management. The number of events reviewed by the Risk Management Committee has increased about 15% since the earthquake [Company:419, Nuclear Div.: 50 in 2010 Company: 488, Nuclear Div.: 60 in 2012]

19 Significant Risks from the Companywide Perspective 1.Risks reported to the Risk Management Committee are categorized into 33 items of significant risks from the companywide perspective. 2.As to each significant risk, its impact and frequency are evaluated and its significance for management is judged and reported to the board of directors. <Image < 重要リスクの変化イメージ of changes as to significant risks> > 震災以降の変化 Change after the accident 18 響小中大影Impact 度L M 中 S 小 放射プルサーマル計画遅延 中止大 バックエンドリスク中能大大料大中漏確M Radiation leak accident 小中大 小小中 発 Frequency 生頻度 安定供給を阻害す燃保リスクバックエンド 原子力長期れ事故S S S Power cut of large scales such as by natural disaster or terrorism 然電源の不足リスク自災害 テロ等による停止大 大規模停電Backend L M Risk for power shortage S M Risk for fuel acquisition L L M L Long-term shutdown which endangers steady supply of power る After the Fukushima accident, degrees of significant risks including those related to nuclear power have been raised based on related events which have occurred inside and outside the company. The risk for radiation leak accident has been identified as a risk with low frequency but large impact.

20 3-2 Efforts in Nuclear Division 19

21 Main points of enhancing risk management in light of the accident at the Fukushima Daiichi Nuclear Power Station 20 It should be said that sensitivity to risk was not enough in view of the Fukushima Daiichi accident, although "radiation leak accidents, including severe accidents" has been positioned to be significant risk. Reflection from the viewpoint of risk management We may not have been sufficient in considering severe accidents whose probability of occurrence is very low. We may not have been sufficiently conscious to improve safety beyond the statutory requirements. We may not have been sufficient in learning safety improvements from the world and making improvements voluntarily. Main points of enhancing risk management Securing safety by enhancing defense in depth (five layers) Enhancement of countermeasures 21 Promotion of safety improvement beyond the regulatory framework Enhancement of countermeasures 24 Enhancement of safety improvement activities by learning from the world Responding to new risks 25

22 Securing safety by enhancing defense in depth (five layers) 21 Beyond design basis (severe accident) Within design basis 5 th layer 4 th layer 3 rd layer 2 nd layer 1 st layer Prevention of casualties, Environmental recovery Prevention of large release, Prevention of CV failures (release suppression, diffusion mitigation) Mitigation of accident impact Prevention of significant core damage Prevention of core damage, Maintenance of CV integrity Control of Abnormal Operation Prevention of Abnormal Operation Emergency Plan Accident Management Accident management measures for preventing core damage and containment failure by using normal equipment. Enhancement of emergency preparedness systems Measures against severe accidents - Deployment of heavy machinery for removing rubble, etc Emergency safety measures Securing power Securing cooling capability Measures against flooding Emergency core cooling system, CV spray system, etc. Anomaly detection, shutdown system, etc. Interlock, etc. Development of a nuclear emergency preparedness support center Hydrogen Igniter Permanent EDG Base-isolated administration building Filtered venting system Specific safety features Air-cooled heat exchanger SG alternative FW pump Middle pressure pump Fire protection measures Raising breakwater height Legend ()Before After Fukushima Daiichi Fukushima Accident Daiichi (Red:Voluntary) Accident Enhancement of software to make the safety improvement measures effective Training, developing procedures and human resources Assign specialists for nuclear disaster countermeasures Establish a project team for severe accident countermeasures, etc.

23 (Reference)Emergency Planning Including Systems and Staffing 22 Emergency systems Head office s headquarters Head:President(Give directions from Nuclear Division) Nuclear Division:Early Head office response center Establishment of power supply Communications with staffs from the systems government Securement of contact means Information gathering and Securement of daily goods communications Press-briefing, etc. Safety support Support for mitigation measures Head office s headquarters Technical advice, etc. (advice, etc.) Supporting systems by vendors and contract companies (Support) INSS (Institute for Nuclear Safety Systems) Emergency response support center Mitsubishi emergency safety technologies center, etc. Wakasa District: 11 people Kobe District: approx. 400~ 500 people Offsite center headquarters Head: Director Assistant of Nuclear Division Response to Joint Committee Cooperation with related organizations (Cooperation) Headquarters at Government of Japan, and local authorities Police, Firehouse, Coast Guard Self-Defense Forces Information sharing Onsite headquarters Head: Manager of the site Communications Severe accident measures Restoration measures, etc. (Goods, etc.) Onsite supporting base Support for working units Support for the site through goods delivery Management of in and out Red:Installed after the Fukushima accident Onsite headquarters Staffs needed for initial response 54 people(onsite) Staffs needed for accident response 160 people (approx. 2 hours later) (Support through contracts or MOUs) Contract company Supporting staffs Approx. 150 people (approx. 24 hours later) (Support through treaties or MOUs, etc.) 800 people in total

24 (Reference)Establishment of Nuclear Emergency Support Organization 23 Establish a support system capable of providing diverse and advanced emergency response measures in the case of accidents even under high radiation based on lessons learnt through the Fukushima accident. The new organization will be responsible for the integrated management and operation of materials and equipment such as those used under high radiation. In January 2013, the Nuclear Emergency Support Center was set up in Tsuruga. The details of the organization are being discussed so as to establish the organization in FY Roles of the organization The support organization will support restoration activities by the relevant utility company under the directions of the company by jointly utilizing remote-controlled equipment such as robots, reconnaissance of the situation at the site, measurement of radiation levels, removing debris, etc. so as to minimize the radiation exposure of workers under high radiation due to nuclear disasters. 2.Materials and equipment (draft) Remote-controlled equipment Trucks for giving directions and for transportation of goods Equipment and materials for radiation protection, decontamination, etc. 3.Facilities of the organization (draft) Image of the facilities

25 Promotion of safety improvement beyond the regulatory framework 24 Take safety improvement measures voluntarily and continuously beyond the regulatory framework to achieve top level safety in the world. [Legend] Undertake voluntary and continuous improvement of safety with PRA application Planned measures Implemented measures : Commitments that go beyond the new regulatory requirements Measures are taken to prevent similar accidents even in the event of an earthquake and tsunami equivalent to those that hit Fukushima Daiichi. Construction of tidal walls Installation of Filtered Venting System Installation of permanent EDG Facilities to handle specific severe accident, etc. Construction of a base-isolated administration building Arrangement of water spray equipment Nuclear emergency preparedness support center Installation of Middle pressure pump Securing an alternative command post Installation of passive autocatalytic hydrogen recombiner Installation of large-capacity pumps Installation of hydrogen igniters Installation of SG alternative FW pumps Installation of air-cooled heat exchangers Fire protection Safety Level of Kansai Electric Power Installation of air-cooled EDG Emergency Safety Measures Secure Power Securing cooling capability Measures against flooding Before the Earthquake Emergency Safety Measures (May 2011) Safety Level required by regulation Ohi-3/4 Restart (July 2012) New Regulatory Requirements (July 2013) Present Time

26 Enhancement of safety improvement activity by learning from the world 25 JANSI (Japan Nuclear Safety Institute ) Kansai Electric Power Coordination between the headquarters and power stations + Promotion of nuclear safety on a company-wide basis INSS (Institute of Nuclear Safety System, Inc.) Institute of Social Research Institute of Nuclear Technology Domestic and Foreign Nuclear Vendors WANO (The World Association of Nuclear Operators) INPO (Institute of Nuclear Power Operations) EPRI (Electric Power Research Institute) Foreign Utilities Conclusion of information exchange agreements, etc. [Before Fukushima Accident] 1utility in Europe, 1utility in the US [After the accident] 1 utility in Europe is concluded, 1 European and 1 in the US are to be concluded Activities after Fukushima Daiichi Accident Peer Reviews Takahama (Nov. 2012) Mihama (Jan. 2013) Takahama (Aug. 2013) Technical Support Missions (TSM) Restart after a long outage(dec. 2012) Emergency preparedness and severe accident (Feb. 2013) Participated in CEO Meetings CEO Mtg. at Moscow (May 2013) (8 Japanese utility presidents participated) Small CEO Mtg.* at Osaka (Sep. 2013) (11 Japanese utility presidents participated) *Small-scale CEO meetings are held by region. Board of Directors Meetings VP of Kansai (Feb. 2012) President of Kansai (Sep. 2013) Chief Nuclear Officer (CNO) Meeting Japan-US CNO Opinion Exchange Mtg. (Sep. 2013) (11Japanese utilities, 23 US utilities) Opinion exchange with EPRI CEO President & VP of Kansai (Feb. 2012) President & VP of Kansai (Apr. 2013)

27 (Reference)Activities to Learn from the World for Safety Enhancement(Example) 26 Top-management is important for enhancement of nuclear safety. WANO s small CEO meeting (2013 Sep) Mr. Regaldo, WANO s Chairman and a CEO from each company participated and discussed. JANSI s CEO meeting (2013 Sep) Mr. Dale Klein, former Chairman of the NRC and a CEO from each company exchanged opinions.

28 Summary 27 The clarification of firm safety awareness and speedy decisionmaking by the top management is essential for the risk management of the nuclear power business. Fostering a safety culture is reaffirmed as an important activity that is the basis for risk management. In risk management, the risk sensitivity of organization is important to identify risk precursors from various indications, including communication with the frontline workers and results of PRA. We will maintain our commitment to voluntary and continuously strengthen our risk management in the nuclear business on a company-wide basis.