It is led by Australia andfollows the previous successful Nuclear Safety Culture project which developed and used the self-assessment- peer review approach.
Specific attention was given to challenges in timely engaging countries interested in nuclear energy and nuclear entrant countries in order toensure a strong nuclear safety culture and infrastructure before the start of a nuclear power plant.
The Safety Culture Division assumes and develops activities of the Nuclear Safety Network(NS net) that was established following the JCO accident in 1999, and supports the enhancement of utilities' safety activities.
Reports from government andparliamentary investigations of the accident have said a lack of a safety culture in TEPCO and weak risk management, including an underestimation of a tsunami threat, led to the disaster.
After that, Radioactive Waste Management(1995), Safety Culture of Nuclear Energy(led by Australia, 1997), and Human Resources Development(1999) were sequentially launched.
Mr Satoshi Kurata gave a special presentation covering the achievements of the SMS project andits predecessor- the Safety Culture Project- based on his personal involvement since 2004.
Because"safety culture" differs greatly depending on the company, business location, or workplace, it is important for organizations to accurately grasp our own safety culture level when building it.
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