Risk Management in the Nuclear Business

October 7, 2013Kansai Electric Power Co., Inc.

Document 2, The 4th Meeting,Working Group on Voluntary Efforts and Continuous Improvement of Nuclear Safety, Advisory Committee for Natural Resources and Energy

Provisional Translation

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

CONTENTS

2

１．

Safety-First Business Operation

Statement of President (March 2005)Statement of President (March 2005)"We ensure safety. That is my mission and the company's mission."

3

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.

Safety-First Business Operation

Incorporated in principles and plans

Our commitment to safety (excerpted from Our commitment to safety (excerpted from the Kansai Electric Power Group's Charter on the Kansai Electric Power Group's Charter on

Safety)Safety)

Safety principles Management plans

Commitment to fostering a safetyCommitment to fostering a safety--first culture first culture in the organization (excerpted from the in the organization (excerpted from the

Kansai Electric Power Group's Plans for Kansai Electric Power Group's Plans for Fiscal Year 2013)Fiscal Year 2013)

・

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.

<CSR conduct card>

• 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

I will be at the forefront of getting through the crisis and regaining confidence

We ensure safety.That is my mission and the company's mission.Makoto Yagi, April 1, 2013

My CSR action statement

My safety action statement

Kansai Electric Power

CSR conduct card

4Activities to Foster a Nuclear Safety Culture

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.

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.

Nuclear Division

Support and cooperation

Quality policies are applied to all activities

Relevant divisions

Evaluation and

improvement

I N P UT

FEED

BACK

Local opinions and inputs from the Nuclear Safety Verification Committee

Three pillars of safety culture — Viewpoints of evaluation (14 items) —

Plant safety (increase/decrease of trouble occurrences) Workplace safety (increase/decrease of

occupational accidents and unintentional exposure) Society's confidence (increase/decrease of noncompliance)

II. Evaluation of safety performance

III. External evaluation

I. Evaluation of the awareness and action of the organization and people

Top level commitments

Organization that learns lessonsCommunication

Safety culture evaluation

PresidentPresidentPresident's statement: "We ensure safety. That is my mission and the company's mission."

5Company-wide support to Nuclear Power Division

President (executive board)

Nuclear Safety Promotion Committee

Approva

Proposal of discussionReport

Verify, Support

NuclearSafety

Verification Committee

Community and Society

Publicationof Reports

Managem

entaudit office

Res-

ponse

Consul-

tation

Report

Audit Report

Advice

Nuclear Power Division

・Review/coordination of the implementation plan, analysis and monitor the implementation status

Mihama-3 Accident Fukushima Daiichi Accident

・Confirmation and support for the efforts

・Integrated coordination to prepare the fostering activities

[Measures to prevent recurrence of the Mihama-3 accident]

[Activities to foster safety culture]

Nuclear Safety Promotion CommitteeNuclear Maintenance Improvement Committee

▼Aug. 2004 ▼March 2011New regulatory criteria

▼July 2013▼March 2005Action Plan

▼April 2005: Nuclear Maintenance Improvement Committee was established ▼June 2012: H24.6

Work contents of the Committee were changed

・Integrated coordination, confirmation and support for the fostering activities

■History (summary)■

▼July 2005Implementation Plan

▼Feb. 2007Mihama-s restart

・Recurrence

prevention,

Proactive prevention

Nuclear Safety Promotion Committee

○ Role of the CommitteeWith 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

Ohi-3/4 restart▼July 2012

Scheme

Nuclear Ad-hoc Group underReconstruction Support and Integrated Action Steering Committee

・Integrated coordination, confirmation and support for the efforts to improve safety

[Voluntary and continuous efforts to improve safety]

succession

Internal Audit

6Problem-solving and development of a sense of unity though communications with the sites

○Problem-solving as to internal systems by companywide supportThrough 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)・Improvement of working environment such as setting up ATMs, expansion of rental housing provided by the company at the sites

（労務部門）

【Communication sessions】

【Inspection】

【Bow in silence】

○Development of a sense of unity with the sitesCommissioners outside the sites participate communication sessionswith young staffs other than communications within each division.（The number of communication sessions participated by commissionersoutside 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 ofopinions with executives at the sites.

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.

7Framework and viewpoints of safety culture evaluation

Local opinions and inputs from the Nuclear Safety Verification Committee

II. Evaluation of safety performance

III. External evaluation

I. Evaluation of the awareness, action of the organization and people

Communication

Safety culture evaluation

Top Level Commitments

Plant safety

Labor safety

Societal trust

Analyze external responses towards our activities and identify issues

No issue

No issue

No issue

No issue

：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）

】

Evaluation result (FY2012)

(1) Whether top priority is clearly given to safety (plant safety, workplace safety and society's confidence)

(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)

(12) Whether external opinions are heard actively and reflected in business operations

(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.

(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

(8) Whether information is released to outside parties in a timely and straightforward manner.

(2) Whether the authority and responsibility of organizations are clearly defined and appropriate

(14) Whether the motivation of the Nuclear Power Division and plant personnel is maintained and improved

(7) Whether good communication with partner companies is maintained

(11) Whether trouble and problems are solved and improvements are implemented proactively in consideration of overseas information

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

→

Viewpoints of evaluation (14 items)

Exam

ples

8

9

Top

leve

l co

mm

itmen

tsC

omm

unic

atio

nO

rgan

izat

ion

that

le

arns

less

ons

Organization that learns lessons

ree pillars of safety culture

—

Viewpoints of evaluation (14 items) —

Plant safety (increase/decrease of trouble

occurrences)

Workplace safety (increase/decrease of occupational accidents and unintentional

exposure)

Society's confidence (increase/decrease of noncompliance)

8Continuous tracking of communication with contractors

＜Gap between contractors and Kansai personnel is tracked＞

○Evaluation of the implementation of the measures to prevent recurrence shows steady improvement trend

Further enhancement of communication including direct talks is being pursued

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

第1回 第2回 第3回 第4回 第5回 第6回 第7回 第8回 第9回

Contractors

Personnel

Gap

There is willingness to hear opinions and requests from contractors.

○ 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.

○ The result of evaluation of the behavior and action of Kansai Electric Power personnel has plateaued recently.

Higher evaluation

第

１回

第

２回

第

３回

第

４回

第

５回

第

６回

第

７回

第

８回

第

９回

1st

2nd

3rd

4th

5th

6th

7th

8th

9th

第

１回

第

２回

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 the development and modification of safety-first processes.

Successful results have been obtained in workplace safety.

There is willingness to hear opinions and requests from contractors.

Plateaued

Higher evaluation

<Year-to-year changes of responses from contractors are tracked>

Steady improvementSteady improvement

Higher evaluation

1st 2nd 3rd 4th 5th 6th 7th 8th 9th 1st 2nd 3rd 4th 5th 6th 7th 8th 9th

1st 2nd 3rd 4th 5th 6th 7th 8th 9th第１回

第２回

第３回

第４回

第５回

第６回

第７回

第８回

第９回

There is an easy atmosphere to talk to Kansai Electric Power personnel.

Steady improvement

1st 2nd 3rd 4th 5th 6th 7th 8th 9th1st 2nd 3rd 4th 5th 6th 7th 8th 9th

9Examples of communication-related activity

(Talks with the President)

Various opinions and requests obtained through these activities will be used effectively for risk management

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.

To make partnership even stronger, talks with the President and Nuclear Division managers are arranged and questionnaires are sent out.

・

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.

○Talks between the management and front-line workers

○Door-to-door visits

Company: 25 officesNuclear : 3 sites

○Bidirectional communication with contractor companies

[Talks with the President in 2012]

We are taking the following measures while strongly focusing on communication with front-line workers,

partner companies and external parties including local communities.

Talks with the President : 3Meeting with Head of Nuclear Div.: 2Talks with Nuclear Div. Managers : 6

[Communication with contractors in 2012]

(Door-to-door visit)

10Companywide support for nuclear division

・1000 paper cranes and messages contributed to the Mihama, Takahama, and Ohi sites from Toyooka office

Messages for Wakasa district（2012. Jun）

・Messages sent by 510 staffs in total from Wakayama branch and regional offices

・Messages of encouragement from labor union Himeji district to Wakasa

district

【姫路地区】

Messages for the sites （2013.Sep）

1000 paper cranes contributed to the sites（2013.Jul）

Companywide messages of encouragement raise the morale of staffs

who belong to the nuclear division such as at the sites.

11

２．Risk Management at Kansai Electric Power

12Risk management schemes■リスク管理委員会

報告

株 主 総 会

取締役会（取締役）＜経営上重要な事項に係る意思決定・監督機能＞

監査役会（監査役）＜監査機能＞

会計監査人＜会計監査機能＞

監査役室

経営監査室＜内部監査機能＞

原子力安全検証委員会

各業務執行部門（事業部門・内部統制部門・子会社）

委員会組織＜計画調整・審査・審議機能＞

など

選任･解任

選任・解任 選任解任

社長＜取締役会の決定した方針に基づく業務執行＞

ＣＳＲ推

進

会

議

原

子

力

安

全

推

進

委

員

会

リスク管

理

委

員

会

経

営

監

査

委

員

会

コンプライアンス委

員

会

内部監査

監査

会計監査

内部監査報告

助言・勧告

付議報告

承認指示

付議・報告 承認

報告 調査

答申

報告

諮問

監査報告対策検討指示

監査報告

内部監査計画等の承認

計

画

調

整

委

員

会

常務会＜重要な業務執行に係る協議機能＞

報告

選任・解任・監督

報告

構成：委員長（副社長）、委員（副社長、常務）

■ Risk Management CommitteeChair: VP, Members: VP, Managing Directors

Shareholders' meetingReport Appointment, dismissal

Board of directors (directors)(decision-making and supervision on important management issues)

Proposal of discussion, report

President (executes operations according to the policy decided by the board of directors)

Executive board (discusses important issues related to the execution of operations)

Approval Appointment, dismissal, supervision

Response Inquiry

Proposal of

discussion, report

Approval, instruction Audit

report

Approval of internal audit

plans

Advice, recommen

-dation

ReportInstruction of countermeasures

Internal audit

Audit report

etc.

Each operations executive unit(business divisions, internal control divisions

and subsidiaries)

Management audit office

(internal auditing)

Internal audit report

Nuclear Safety Verification Committee

Accounting auditor (financial auditing)

Appointment, dismissal

InvestigationReport

Appointment, dismissal

Report

Accounting audit

Report

Board of auditors (auditors) (auditing)

Audit office

Audit

Committee Organization[Planning Coordination/ Review/ Discussion]

■ Corporate governance

13

Degree of death or injury

Degree of societal impact

Degree of power shortage

Economic loss

Small Medium Large

Less than once in 20-30 years

Less than once a year, more than once in 20-

30 years

More than once a year

○Fatal and injury accidents

○Serious damage to equipment

○Supply shortage of a largescale（power cut of a large scale or for long hours）

○Discharge of toxic materialsSuch as radioactive ones

○Loss of credit due to causes

other than the above

○Significant economic loss due to causes other thanthe above

①Events which should not be let happen

①6 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.

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.

Report to Risk Management Committee (Common Process for the Whole Company)

②Standards for comprehensive evaluation of risk

除外

日常管理の点検結果（必要に応じて別紙に記載）重

要性

頻度

継続○

変更●

新規◎

リスク対策状況（低減、回避、移転、保有） 継

続

影響度

中項目（お よび想定事象）

大項目

次年度見込み

残余リスク関連する部門

リスクにつながる要因

除外

日常管理の点検結果（必要に応じて別紙に記載）重

要性

頻度

継続○

変更●

新規◎

リスク対策状況（低減、回避、移転、保有） 継

続

影響度

中項目（お よび想定事象）

大項目

次年度見込み

残余リスク関連する部門

リスクにつながる要因

Risk Management Table

Frequency

大大

Degree of significance

小

小

小

中 大

中

中

大大

S

小

小

小

中 大

中

中

大大

小

小

小

中 大

中

中

L

M

Impact

S

S

SS

M

M

M

L

ML L

LL

14Management of Nuclear Risks

Risk identification Risk evaluation and review of countermeasures

Operation anddaily management

・

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 nuclear- related information

・

Use of quality management systems (managerial review by the President) and others

Risk assessm

ent and countermeasure

planning by the lead unit

Nuclear D

ivision

Risk Study Group in the Nuclear Division（central control of risk in Nuclear Division）

Com

pany

Risk Management Committee

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

Risk assessment and countermeasure planning through discussion in the Nuclear Division

Ｐ Ｐ

・Daily management based on the Nuclear Division's annual plans or quality targets

Ｄ

・Confirmation of the handling policy of key risks.

・Evaluation/review of the established countermeasures

C/A

Report Advice, Instruction

Evaluation andimprovements

Number of risk management casesFY2011: 419/company, 50/Nuclear Div.FY2012: 462/company, 57/Nuclear Div.FY2013: 488/company, 60/Nuclear Div.

15

３．Improved risk management in light of the earthquake

16

３-１

Company-wide efforts

17

1. 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.

Improved risk management in light of the earthquake

・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]

18Significant 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.

＜重要リスクの変化イメージ＞ 震災以降の変化

・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.

中 大 大 大

小 中 大

小 小 中

中

バックエンドリスクプルサーマル計

画遅延・中止大 大

小 中 大

小 小 中

中

安定供給を阻害する

原子力長期停止

大

中

小

小 中 大

影

響

度

発 生 頻 度発 生 頻 度

燃料確保リスク

バックエンド

電源の不足リスク

自然災害・テロ等による

大規模停電

放射能漏れ事故

S

S

M L

M

LIm

pac

t

Frequency

S

S

S M

M

M

L

LL

Rad

iation leak

accid

ent

Pow

er

cut

of

larg

e s

cal

es

such a

s by

nat

ura

l dis

aste

ror

terr

orism

Long-

term

shutd

ow

n w

hic

h

endan

gers

ste

ady

supp

ly o

f pow

er

Ris

k fo

r fu

el ac

quis

itio

n

Backend

Risk for power shortage

Change after the accident<Image of changes as to significant risks>

19

３-２

Efforts in Nuclear Division

20

○ 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 in light of the accident at the Fukushima Daiichi Nuclear Power Station

Reflection from the viewpoint of risk management

Main points of enhancing risk management

★ Enhancement of safety improvement activities by learning from the world

★ Promotion of safety improvement beyond the regulatory framework

★ Securing safety by enhancing defense in depth (five layers) 21

24

25

Enhancement of countermeasures

Responding to new risks

Enhancement of countermeasures

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.

21Securing safety by enhancing defense in depth (five layers)

・Accident management measures for preventing core damage and containment failure by using normal equipment.

Within design basis

Beyond design basis (severe accident)

Mitigation of accident

impact

Prevention of large release,Prevention of CV failures

(release suppression, diffusion mitigation)

4th

layer

Interlock, etc.Prevention of Abnormal Operation

1st

layer

Anomaly detection, shutdown system, etc.Control of Abnormal Operation

2nd

layer

Emergency core cooling system, CV spray system, etc.

Prevention of core damage,

Maintenance of CV integrity

Prevention of significant core

damage3rd

layer

Prevention of casualties,Environmental recovery

5th

layerEmergency Plan

Before Fukushima

Daiichi Accident

（Legend ）

After Fukushima Daiichi Accident

（Red：Voluntary）

Accident Management

・Development of a nuclear emergency preparedness support center

・Emergency safety measuresSecuring powerSecuring cooling capabilityMeasures against flooding

・Measures against severe accidents- Deployment of heavy machinery for removing rubble, etc

・Enhancement of emergency preparedness systems

・Hydrogen Igniter・Permanent EDG・Base-isolated administration

building・Filtered venting system・Specific safety features

・Fire protection measures

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.

・Air-cooled heat exchanger・SG alternative FW pump・Middle pressure pump

・Raising breakwater height

22

Information sharing

Offsite center headquartersHead: Director Assistant of

Nuclear Division・Response to Joint Committee

・Cooperation with related organizations

Technical advice, etc.

○Wakasa District：

11 people○Kobe District：

approx. 400～

500

people

Mitsubishi emergency safety technologies center,

etc.

Head office’s headquarters

（Support throughtreaties or MOUs, etc.）

（Support）

Supporting staffs

Contract company

(Support through contracts or MOUs)

（advice, etc.）

Approx. 150 people（approx. 24 hours later）

800 people in total

○Staffs needed for initial response54 people（onsite）

○Staffs needed for accident response160 people

（approx. 2 hours later）

Supporting systems by vendors and contract companies

Onsite headquarters

Head office’s headquartersHead：President（Give directions from Nuclear

Division）Nuclear Division：Early response centerHead office

・Communications with staffs from the government

・Information gathering and communications

・Safety support

・Support for mitigation measures

・Establishment of power supply systems

・Securement of contact means

・Securement of daily goods

・Press-briefing, etc.

ＩＮＳＳ（Institute for Nuclear Safety Systems）

Emergency response support center

Red：Installed after the Fukushima accident

Police, Firehouse, Coast Guard

Self-Defense

Forces

Headquarters at Government of Japan, and local authorities

Emergency systems

（Reference）Emergency Planning Including Systems and Staffing

・Support for working units

・Support for the site through goods delivery

・Management of in and out

Onsite supporting base

Onsite headquartersHead：

Manager of the site

・Communications

・Severe accident measures

・Restoration measures, etc.

（Goods, etc.）

（Cooperation）

23（Reference）Establishment of Nuclear Emergency

Support Organization

・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 FY2015.

○Remote-controlled equipment○Trucks

for giving directions and for transportation of goods

○Equipment and materials for radiation protection, decontamination, etc.

２．Materials and equipment (draft)

○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.

１．Roles of the organization

Image of the facilities

３．Facilities of the organization

(draft)

Establish a support system capable of providing diverse and advanced emergency response measures in thecase of accidents even under high radiation based on lessons learnt through the Fukushima accident.

24Promotion of safety improvement beyond the regulatory framework

Before the Earthquake

★Construction of tidal walls

Emergency Safety Measures

（May 2011）

▼

New Regulatory Requirements（July 2013）

▼

★Installation of large-capacity pumps

★Installation of air-cooled EDG

★Installation of permanent EDG★Construction of a base-isolated administration building

★Installation of passive autocatalytic hydrogen recombiner

★Installation of Filtered Venting System

◎Installation of hydrogen igniters

★Securing an alternative command post

Ohi-3/4 Restart（July 2012）

▼

★Arrangement of water spray equipment

★Facilities to handle specific severe accident, etc.

★Fire protection

◎Installation of Middle pressure pump◎Nuclear emergency preparedness support center

Emergency Safety Measures・Secure Power・Securing cooling capability・Measures against flooding

◎Installation of air-cooled heat exchangers◎Installation of SG alternative FW pumps

Safety Level required by regulation

Safety Level of Kansai Electric Power

Undertake voluntary

and continuous improvement of safety with PRA application

Present Time

Take safety improvement measures voluntarily and continuously beyond the regulatory framework to achieve top level safety in the world.

[Legend]

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.

25Enhancement of safety improvement activity by learning from the world

Foreign Utilities

Kansai Electric PowerCoordination between the

headquarters and power stations +

Promotion of nuclear safety on a company-wide basis

INPO（Institute of Nuclear Power Operations）

Domestic and Foreign Nuclear Vendors

INSS （Institute of Nuclear Safety System, Inc.）

・Institute of Social Research・Institute of Nuclear Technology

JANSI（Japan Nuclear Safety Institute ）

WANO（The World Association of

Nuclear Operators）

EPRI（Electric Power

Research Institute）

【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）

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)

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

*Small-scale CEO meetings are held by region.

26

WANO’s small CEO meeting (2013 Sep）

・Mr. Regaldo, WANO’s Chairman and a CEO from each company participated and discussed.

（Reference）Activities to Learn from the World for Safety Enhancement（Example）

JANSI’s CEO meeting （2013 Sep）

・Mr. Dale Klein, former Chairman of the NRC and a CEO from each company exchanged opinions.

Top-management is important for enhancement of nuclear safety.

27Summary

○ The clarification of firm safety awareness and speedy decision- making 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.