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Fukushima Nuclear Disaster, Japan, 2011. --- Nuclear energy --- Environmental aspects. --- Fukushima I Nuclear Disaster, Japan, 2011 --- Fukushima II Nuclear Disaster, Japan, 2011 --- Fukushima Accident, Japan, 2011 --- Fukushima Daiichi Nuclear Disaster, Japan, 2011 --- Fukushima Daini Nuclear Disaster, Japan, 2011 --- Fukushima Disaster, Japan, 2011 --- Fukushima Nuclear Accident, Japan, 2011 --- Nuclear power plants --- Tohoku Earthquake and Tsunami, Japan, 2011 --- Accidents

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Fukushima Nuclear Disaster, Japan, 2011 --- Radioactive pollution --- Nuclear power plants --- Nuclear accidents and agriculture --- Environmental radioactivity --- Nuclear pollution --- Radioactivity, Environmental --- Pollution --- Radioactive substances --- Radioecology --- Radioactive waste disposal --- Fukushima I Nuclear Disaster, Japan, 2011 --- Fukushima II Nuclear Disaster, Japan, 2011 --- Fukushima Accident, Japan, 2011 --- Fukushima Daiichi Nuclear Disaster, Japan, 2011 --- Fukushima Daini Nuclear Disaster, Japan, 2011 --- Fukushima Disaster, Japan, 2011 --- Fukushima Nuclear Accident, Japan, 2011 --- Tohoku Earthquake and Tsunami, Japan, 2011 --- Agriculture and nuclear accidents --- Agriculture --- Environmental aspects. --- Safety measures. --- Accidents

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"Naoto Kan, who was prime minister of Japan when the March 2011 Fukushima nuclear disaster began, has become a ubiquitous and compelling voice for the global antinuclear movement. Kan compared the potential worst-case devastation that could be caused by a nuclear power plant meltdown as tantamount only to 'a great world war. Nothing else has the same impact.' Japan escaped such a dire fate during the Fukushima disaster, said Kan, only 'due to luck.' Even so, Kan had to make some steely-nerved decisions that necessitated putting all emotion aside. In a now famous phone call from Tepco, when the company asked to pull all their personnel from the out-of-control Fukushima site for their own safety, Kan told them no. The workforce must stay. The few would need to make the sacrifice to save the many. Kan knew that abandoning the Fukushima Daiichi site would cause radiation levels in the surrounding environment to soar. His insistence that the Tepco workforce remain at Fukushima was perhaps one of the most unsung moments of heroism in the whole sorry saga."-The EcologistOn March 11, 2011, a massive undersea earthquake off Japan's coast triggered devastating tsunami waves that in turn caused meltdowns at three reactors in the Fukushima Daiichi Nuclear Power Plant. Ranked with Chernobyl as the worst nuclear disaster in history, Fukushima will have lasting consequences for generations. Until 3.11, Japan's Prime Minister, Naoto Kan, had supported the use of nuclear power. His position would undergo a radical change, however, as Kan watched the nuclear disaster at the Fukushima No. 1 Power Plant unfold and came to understand the potential for the physical, economic, and political destruction of Japan.In My Nuclear Nightmare, Kan offers a fascinating day-by-day account of his actions in the harrowing week after the earthquake struck. He records the anguished decisions he had to make as the scale of destruction became clear and the threat of nuclear catastrophe loomed ever larger-decisions made on the basis of information that was often unreliable. For example, frustrated by the lack of clarity from the executives at Tepco, the company that owned the power plant, Kan decided to visit Fukushima himself, despite the risks, so he could talk to the plant's manager and find out what was really happening on the ground. As he details, a combination of extremely good fortune and hard work just barely prevented a total meltdown of all of Fukushima's reactor units, which would have necessitated the evacuation of the thirty million residents of the greater Tokyo metropolitan area.In the book, first published in Japan in 2012, Kan also explains his opposition to nuclear power: "I came to understand that a nuclear accident carried with it a risk so large that it could lead to the collapse of a country." When Kan was pressured by the opposition to step down as prime minister in August 2011, he agreed to do so only after legislation had been passed to encourage investments in alternative energy. As both a document of crisis management during an almost unimaginable disaster and a cogent argument about the dangers of nuclear power, My Nuclear Nightmare is essential reading.

J4419 --- J4420 --- J3421 --- Japan: Economy and industry -- industrial organization and relations -- industry and society and environment --- Japan: Economy and industry -- resource industry --- Japan: Geography and local history -- Tōhoku -- Fukushima prefecture (Iwashiro, Iwaki) --- Nuclear energy --- Nuclear power plants --- Fukushima Nuclear Disaster, Japan, 2011. --- Fukushima I Nuclear Disaster, Japan, 2011 --- Fukushima II Nuclear Disaster, Japan, 2011 --- Fukushima Accident, Japan, 2011 --- Fukushima Daiichi Nuclear Disaster, Japan, 2011 --- Fukushima Daini Nuclear Disaster, Japan, 2011 --- Fukushima Disaster, Japan, 2011 --- Fukushima Nuclear Accident, Japan, 2011 --- Tohoku Earthquake and Tsunami, Japan, 2011 --- Atomic energy --- Atomic power --- Energy, Atomic --- Energy, Nuclear --- Nuclear power --- Power, Atomic --- Power, Nuclear --- Force and energy --- Nuclear physics --- Power resources --- Nuclear engineering --- Nuclear facilities --- Government policy --- Accidents

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In the search for explanations for three of the most pressing crises of the early twenty-first century (the housing meltdown and financial crisis, the Gulf oil spill, and the nuclear disaster at Fukushima), commentators pointed to the structure of the regulatory agencies charged with overseeing the associated industries, noting that the need to balance competing regulatory and non-regulatory missions undermined each agency's ability to be an effective regulator. Christopher Carrigan challenges this critique by employing a diverse set of research methods, including a statistical analysis, an in-depth case study of US regulatory oversight of offshore oil and gas development leading up to the Gulf oil spill, and a formal theoretical discussion, to systematically evaluate the benefits and concerns associated with either combining or separating regulatory and non-regulatory missions. His analysis demonstrates for policymakers and scholars why assigning competing non-regulatory missions to regulatory agencies can still be better than separating them in some cases.

Administrative agencies --- Administrative procedure --- BP Deepwater Horizon Explosion and Oil Spill, 2010. --- Fukushima Nuclear Disaster, Japan, 2011. --- Global Financial Crisis, 2008-2009. --- Global Economic Crisis, 2008-2009 --- Subprime Mortgage Crisis, 2008-2009 --- Financial crises --- Fukushima I Nuclear Disaster, Japan, 2011 --- Fukushima II Nuclear Disaster, Japan, 2011 --- Fukushima Accident, Japan, 2011 --- Fukushima Daiichi Nuclear Disaster, Japan, 2011 --- Fukushima Daini Nuclear Disaster, Japan, 2011 --- Fukushima Disaster, Japan, 2011 --- Fukushima Nuclear Accident, Japan, 2011 --- Nuclear power plants --- Tohoku Earthquake and Tsunami, Japan, 2011 --- BP Drilling Rig Explosion, 2010 --- BP Oil Spill, 2010 --- Deepwater Horizon Explosion and Oil Spill, 2010 --- Gulf Drilling Rig Explosion, 2010 --- Gulf of Mexico Drilling Rig Explosion, 2010 --- Gulf of Mexico Oil Spill, 2010 --- Gulf Oil Spill, 2010 --- Mexico, Gulf of, Drilling Rig Explosion, 2010 --- Mexico, Gulf of, Oil Spill, 2010 --- Drilling platforms --- Oil spills --- Deepwater Horizon (Drilling rig) --- Adjective administrative law --- Adjudication, Administrative --- Administrative adjudication --- Administrative rule making --- Regulatory reform --- Rule making, Administrative --- Procedure (Law) --- Agencies, Administrative --- Executive agencies --- Government agencies --- Regulatory agencies --- Administrative law --- Public administration --- Evaluation --- Political aspects --- Accidents --- Law and legislation