Managerial improvement efforts after finding unreported cracks in reactor components

In 2002 TEPCO found that there were unreported cracks in reactor components, of which inspection records had been falsified. Stress Corrosion Cracking indications found in Core Shrouds and Primary Loop Re-circulation pipes at some plants were removed from the inspection records and not reported to the regulators. Top management of TEPCO took the responsibility and resigned, and recovery was started under the leadership of new management team. First of all, behavioral standards were reconstituted to strongly support safety-first value. Ethics education was introduced and corporate ethics committee was organized with participation of external experts. Independent assessment organization was established to enhance quality assurance. Information became more transparent through Non-conformance Control Program. As for the material management, prevention and mitigation programs for the Stress Corrosion Cracking of reactor components were re-established. In addition to the above immediate recovery actions, long term improvement initiatives have also been launched and driven by our aspiration to excellence in safe operation of nuclear power plants. Vision and core values were set to align the people. Organizational learning was enhanced by benchmark studies, better systematic use of operational experience, self-assessment and external assessment. Based on these foundation blocks and with strong sponsorship from the top management, work processes were analyzed and improved by Peer Groups. (author)