Board of Directors

Board of Directors List (2015/6/22-2016/6/21)

President   Hiroshi UETSUKA
(Japan Atomic Energy Agency)
Vice President   Mitsuru UESAKA
(The University of Tokyo)
Takanori TANAKA
(Institute of Applied Energy)
Michitsugu MORI
(Hokkaido University)
Director
Kazuo ISHIGUMA
(Japan Nuclear Safety Institute)
Tadashi INOUE
(Central Research Institute of Electric Power Industry)
Masaya OHTSUKA
(Hitachi, Ltd.)
Shigeaki OKAJIMA
(Japan Atomic Energy Agency)
Yukiko OKADA
(Tokyo City University)
Toru OBARA
(Tokyo Institute of Technology)
Satoshi KONISHI
(Kyoto University)
Masahiko KOBAYASHI
(Toshiba, Ltd.)
Yasuo KOMANO
(MHI Nuclear Engineering Co.Ltd.)
Nobuaki SATO
(Tohoku University)
Makoto TAKAHASHI
(Tohoku University)
Harukuni TANAKA
(Japan Nuclear Fuel Limited.)
Yasushi TOMITA
(Atomic Energy Society of Japan, Secretary General)
Yoshitaka FUJISAWA
(CHUBU Electric Power Co., Inc.)
Auditor Masami MATSUDA
(Hitachi, Ltd.)
Hitoshi MIZUTA
(KEPCO the Kansai Electric Power Co., Inc.)

Activity Policies and Society Operations

■ Activity Policies of Atomic Energy Society of Japan (As of December 19, 2007)
As of December 19, 2007
The Atomic Energy Society of Japan is an organization aiming to contribute towards the development of atomic energy by seeking academic and technological advances pertaining to the peaceful use of atomic energy and through communications with cooperation facilitated among the members as well as with relevant academic organizations, both within and outside Japan. As the Society enters into its 50th anniversary year, the following activity policies have been established in order to ensure that the Society continues, through unrelenting self-restructuring, to remain an attractive academic society in the future:

Philosophy and vision of the Atomic Energy Society of Japan

  1. Continuously contribute towards the welfare of humankind as well as sustain the development thereof, through the peaceful use of atomic energy.
  2. Evolve into an academic and professional organization that contributes towards improving and sustaining academic and technological levels in the atomic energy field.
  3. Evolve into an academic organization that comprises of members with a high standard of ethics and whose presence is felt.
  4. Contribute towards the nurturing of researchers and engineers for the next generation through personnel training and student support.
  5. Contribute with a particular emphasis on international relations, and collaborate with international academic societies, particularly in the Asian sector.
  6. Offer a place for fair, just, and transparent debates in order to become the most reliable source of technical information pertaining to atomic energy for citizens and regional communities.

Services provided by the Atomic Energy Society of Japan

  1. Promote the formulation of standards.
  2. Promote the preparation of roadmaps for research and development, encompassing industry, government, and academic communities.
  3. Disseminate appropriate knowledge in a rapid manner whenever a problem occurs.
  4. Proactively contribute by offering recommendations for government policies pertaining to atomic energy.
  5. Strive to facilitate the coexistence of atomic energy with citizens and regional communities through the activities described in the previous section.

Support for the activities of members of the Atomic Energy Society of Japan

  1. Activities intended to improve the academic proficiency for atomic energy.
  2. Activities intended to sustain and improve the safety and reliability of atomic energy facilities.
  3. Activities intended to sustain and improve specialized capabilities.
  4. Activities intended for the development and security of educational and training systems for the atomic energy field.
■ Basic Concept of Society Operations (As of May 13, 2008)
As of May 13, 2008
The Atomic Energy Society of Japan comprises of members with varying targets or roles belonging to a diverse range of organizations such as universities; research, development, and safety related organizations; and industries. The concepts and items referred to as fundamentals for engaging in operations of the Atomic Energy Society of Japan, which have been to contribute towards smooth operations and the progress of Society, are described below. Furthermore, this document shall be used for descriptions as a consequence of the handover of roles for administrators and board members resulting from the reelection of the Board of Directors, standing committees, and subcommittees. The document shall be under the jurisdiction of the Administration and Finance Committee and a document under the control of the Director-General of the Secretariat.
  1. Responsive action is required to be taken with the recognition of the fundamental issue that the Society is a type of non-profit organization (an organization that relies on voluntary action by its members).
    • The Society is operated by revenue from the membership fees provided by its constituency, as well as revenue drawn from its activities such as commissioned research. Unlike business enterprises and organizations that carry out operations on the premise of receiving payment for their efforts, the respective activities conducted by the Society are administered and executed fundamentally as voluntary activities and on the contributions provided by its members. In order to start a new activity, for example, it becomes necessary to first organize such a voluntary activity.
    • Subcommittees and Chapters are parent organizations of such activities.
  2. Overall administration is essential with a consideration for balancing three parties representing universities; industries; and research, development, and safety related organizations.
    • The members from universities; industries; and research, development, and safety related organizations, which comprise the Atomic Energy Society of Japan, each have slightly different fields with which they are deeply associated or connected in terms of the purposes of the operations and activities of the Society. It is necessary to administer the Society with a consideration for the balance of interests for the three parties in the activities of the Society by recognizing such differences and respecting each other.
    • If, for example, business enterprises or organizations to which the members of the Society belong are in a competitive business relationship, or if ministries and agencies with whom they are deeply related also vary, then it becomes necessary to conduct an overall administration of the Society that surpasses individual interests. In such a manner, the Society can best bring out the characteristics of the Society and seek progress.
  3. Consideration and cooperation for the balance of income and expenditure for the entire Society are essential.
    • Maintaining a sound foundation for the Society is the basic requirement for its continued existence. The balancing of income and expenditure at the Atomic Energy Society of Japan is such a difficult task that it is only just achieved with a huge amount of effort each year.
    • It is a fact that expenditure in the amount of one million yen is equivalent to the income gained from the annual fees paid by one hundred members and this membership revenue (for individual and supporting members) is, in terms of a monetary sum, actually equal to the operational expenses of the Secretariat (personnel costs and expenses).
    • The implementation of new activities and new projects of the Society involves the disbursement of expenditure. As a general rule when such activities are being proposed and planned, it is desirable to consider expenditure and effects, as well as to formulate plans that would increase revenue to make up for the expenditure, creating a plan to balance revenue and expenditure.
    • Although in some circumstances it is possible to cover temporary expenditures with various funds, the formulation of plans and proposals and their execution with this general rule in mind is advantageous, particularly with plans that call for significant expenses every year.
  4. It is essential that equal opportunities and rules are made transparent and are disclosed to the members.
    • The Society is a place for the members to keep each other in check, as well as to polish one’s own self. It is necessary to consider making this function available in a healthy manner at all times in the administration of the Society.
    • For example, rules pertaining to selections and assessments for awards must be detailed as well as transparent, and they must be disclosed to members. With equal opportunities made available to all members who apply to participate, efforts are made to eliminate all gaps for any preferential selections by those who take part in administration.
    • The transparency and disclosure of the rules is also useful for simplifying the operations that are necessary for the selection process, as well as to reduce the burden on members in the application process.
  5. It is necessary to recognize the activities such as those carried out by subcommittees, which only exist as long as the main body of the Society exists.
    • Activities of the Society are carried out by subcommittees and chapters. Although activities involving unique plans created by subcommittees or chapters can be desirable for fulfilling the roles and purposes of the Society, activities that are closed in a particular subcommittee or faction, or activities obstructing the harmonious development of the Society as a whole, are not appropriate.
    • Cooperation for the activities of the Society, which are harmonious for the organizations that comprise the Society, are also necessary in order to fulfill external responsibilities, as well as the financial obligations of the Society as a whole.
  6. Cooperation for reducing the burden on operational work at the Secretariat is essential.
    • It is necessary for the entire membership to recognize that personnel of the Secretariat are not individuals assigned with trivial work nor are they personal secretaries.
    • The personnel of the Secretariat are engaged in work operations with roles that have been assigned in order to perform the functions of the Society as a whole. As a general rule, there is no allowance for providing secretarial tasks for individual projects. The tasks of personnel at the Secretariat continue to increase each year, and cooperation for reducing the load and simplifying the work operations is essential.
    • For example, an information system is about to be established, and cooperation will be needed to reduce the load and improve the efficiency of the work operations at the Secretariat, through the utilization of the intranet or internet web pages.
  7. An essential understanding that the activities are voluntary must be accepted.
    • Many of the activities by the Atomic Energy Society of Japan rely on voluntary activities by members. Even when particular individuals put a lot of time and effort into such activities, it would be misleading to expect it to benefit or profit particular organizations and considerations must be made to ensure that the Society does not lose the fundamental functions that it should have in the society.
  8. It is necessary to recognize that the activities of the Society are conducted from the standpoint of the members of the Atomic Energy Society of Japan.
    • Many members participate in multiple committees. Furthermore, some societies have a competitive relationship concerning activities in particular fields. Activities by subcommittees and committees of the Atomic Energy Society of Japan are expected to be carried out with an understanding of differences in the mutual interests of the societies, and that activities are carried out with a consideration for the standpoint of the Atomic Energy Society of Japan.
    • Furthermore, the promotion of cooperation and collaboration, which respects mutual interests and standpoints, is appropriate.