1
M.Sc. Ivan de Souza AzevedoSafety Coordination and Relationship with International Organizations – CS.P
Technical Meeting to Review and Revise IAEA Safety Guides and Related Reports on Leadership, Management for Safety and Safety Culture
Vienna – July 10th to 12th, 2017
SAFETY CULTURE IN ELETRONUCLEAR– history and current status –
2
History
Time consuming implementation process (union issues, interruptions, etc.)
Many changes affecting the search for a company’s identity
Top management concerned about impacts on safety culture
The creation of Eletronuclear
N U C L E NEngenharia e Serviços S.A.
1997 20091960’s – 70 – 80 – 90
+
Brazil-GermanyNuclear Agreement
1976
Brazil-USA Agreement tobuy Angra 1 as “turn-key”
1968
Ministry of Mines and Energy
3
ADMINISTRATION COUNCIL
Administration and Finances
Directorate
EXECUTIVE BOARD
PRESIDENCY
Operation and Commercialization
Directorate
Technical Directorate
NPPs
CAON
COSIS
SHAREHOLDERS
AUDIT COMMITTEE
CROU
Structure
COSIS – Independent Oversight CommitteeCAON – Nuclear Operation Revision BoardCROU – Plant Operation Review Committee
Currently almost 2000 employees:
74% @ CNAAA (Angra dos Reis)
26% @ Headquarters (Rio de Janeiro)
Power Plants
1972 1985
ANGRA 1
ANGRA 2
ANGRA 3
20001977 1984 2015
Preservation
works
2016
ANGRA 1: PWR Westinghouse 640 MWe – 2 LoopsANGRA 2: PWR KWU/ Siemens 1350 MWe – 4 LoopsANGRA 3: PWR KWU/ Siemens 1405 MWe – 4 Loops
Highlights
Considering the recent bribery scandals involving the company, the ongoingnew incentive retirement program proposed by the holding Eletrobras, as wellas its restructuring needs, Eletronuclear is adapting itself to face its mainchallenges:
Organizational changes based on guidelines from Eletrobras
Preservation of structures already built for Angra 3
Resumption of Angra 3 construction, probably with a foreign partner
UAS (dry fuel storage facility): completion of the planned work for 2020
Concerns…Some recent facts and situations deserve attention:
Financial crisis never faced before by the company.
Strong influence of the holding Eletrobras in the company’s decisions.
Many managerial changes in the recent 2 years and still ongoing.
New retirement program being implemented: 172 people already applied. Total number of candidates may reach 350 people!
Creation of a new centralized services system by the holding Eletrobras changing and challenging the management of areas like supply chain, IT, Communication, HR, and others.
Several reactor scrams in 2014/2015 and again in 2017.
Safety Culture Related Initiatives (I)Actions and initiatives by Eletronuclear to continuous improve SC
Launch of the first edition of the company's safety policy
Executive Board (Headquarters)
Concerns of the Presidency after the creation of a new company.
1997Updated 2015
WHAT? WHO? WHY? WHEN?
Systematic inclusion of Safety Culture principles and concepts in the communication and qualifying programs of the company
Operations Directorate (Angra site)
Needs of reinforcing safety culture fundamentals.
1999
Creation of the Safety Culture Seminars
Safety Coordination (Headquarters)
Needs of reinforcing safety culture concepts.
2002 – 2014Restarted 2017
Reorganization of the areas of Internal and External Operating Experience with the creation of committees in each plant.
Angra 1 and 2 Board (Angra site)
Better trending events and sharing experience.
2007
Establishment of a systematic process for collecting, trending, assessing and reporting of small events and near misses for both plants.
Angra 1 and 2 Board (Angra site)
Improve awareness of safety aspects and culture.
2007
Safety Culture Related Initiatives (II)Actions and initiatives by Eletronuclear to continuous improve SC
WHAT? WHO? WHY? WHEN?
Creation of Human PerformanceCommittees in each power plant, withinclusion of the Psychology Team inthe plants events root cause analysisteams.
Qualification Management (Headquarters)
Improve operations view of human factors in plant events.
2007
Participation in the IAEA Project RLA 9060 – PIANOS
Safety Coordination (Headquarters)
Improve international safety culture benchmarking.
2011
Creation of the Angra 3 Safety Culture Seminars (to all new employees and contractors).
Angra 3 Board (Angra site)
To reinforce safety culture concepts and give the new employees ownership regarding the future plant being built.
2013
Creation of COSIS (Eletronuclear independent nuclear oversight committee).
Safety Coordination (Headquarters)
To comply with the 2013 WANOPO&C and provide senior leaderswith continuous perspective onplants and corporate performance.
2014
Informative: “Positive Attitudes at Work” distributed to all plants personnel.
Human Performance Committee and Plants Boards(Angra site)
Reinforce safety culture aspects and encourage reflection by employees on human performance topics.
2014
Safety Culture Related Initiatives (III)Actions and initiatives by Eletronuclear to continuous improve SC
IAEA RLA 9080 Workshop on Knowledge Management and Human Resources for SALTO held in Angra.
Human Resources Superintendence (Headquarters)
Concerns due to the loss of a great number of employees in a retirement program imposed by the holding company Eletrobras.
2015
WHAT? WHO? WHY? WHEN?
IAEA Safety Culture Workshop for Senior Managers
Safety Coordination (Headquarters)
To put together all company superintendents to discuss what happens to an organization after a significant emotional event.
2016
Application to Angra NPP employees of Human Performance modules in regular, recycling and outage trainings involving almost 2000 employees, including contractors.
Qualification Management (Angra site)
Needs of requalification of personnel and to improve performance.
2016
Anticorruption internal measures resulting in the creation of the Compliance Superintendence.
Executive Board (Headquarters)
To comply with the recently enacted new anti-corruption legislation of the country.
2016
Safety Culture Related Initiatives (IV)Actions and initiatives by Eletronuclear to continuous improve SC
Establishment of a centralized set of managerial and performance indicators panel where those of safety have the highest priority.
Executive Board (Headquarters)
To comply with a 2014 WANO Corporate Peer Review AFI and to be an important tool of organizational integration and management alignment.
2016
WHAT? WHO? WHY? WHEN?
Creation of the Daily Managerial Meeting involving the President and all Directors, transmitted to all managers via videoconference.
Executive Board (Headquarters)
To comply with a 2014 WANO Corporate Peer Review AFI and to be an important tool of organizational integration and management alignment.
2016
Creation of the Eletronuclear TV(transmited via intranet)
Communications(Headquarters)
Besides complying with a 2014 WANO Corporate Peer Review AFI, to promote functional body strategic alignment, to generate proximity reducing entropy in high management messages, fostering the feeling of belonging and professional recognition, and give relevance to the works done within the company.
2016
Safety Culture Related Initiatives (V)Actions and initiatives by Eletronuclear to continuous improve SC
IAEA Senior Management Workshop on Leadership and Culture for Safety.
Safety Coordination (Headquarters)
To align senior management with IAEA Safety Standards (GSR Part 2),reflecting upon the significance of establishing and maintaining leadership and culture for safety.
2017
WHAT? WHO? WHY? WHEN?
WANO TSM on Scrams ReductionOperations Directorate (Angra site)
Needs of independent analysis of recent scrams, review of their actual reduction plans, and improvement suggestions to fill gaps.
2017
Systematic safety review cycle: internal and external assessments, self- assessments and audits.
Operations and Technical Directorates (Headquarters and Angra site)
To align plant staff and corporate management and personnel with IAEA, WANO and other referencessafety standards and best practices.
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Strong partnerships with IAEA, WANO, INPO, VGB, EPRI, PWROG, WNA and the world nuclear industry in general.
Operations and Technical Directorates (Headquarters and Angra site)
International benchmarking for industry best practices and technological updates.
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Q4 Q14
Q4 Q6 Q7 Q13 Q3 Q9 AA 10
Q8 Q7 Q4 Q9 Q1 Q3 Q6 Q8 Q12
AIEA AIEA
Q2 Q15 Q5
Q7 Q6 AA6 Q6 Q5 AIEA Q1 Q8
Q5 Q7
AIEA
AIEA AIEA
AIEA
AIEA
WPR 16/07 03/10
WPR 16/07 03/10
AA 3
2P16
Junho
Junho
WPR
AA 11
WPR
AA 8 - GMD/GMI
Programa de Avaliações Internas e Internacionais Ciclo 2017-2022
2P15
Dezembro
CA
RN
AV
AL
Dezembro
Dezembro
AA 7
Junho Julho
Fevereiro
1P25
Março Abril
C P M 02-05
AA 11
C F V 19-23
Junho
AA 9
Setembro
Fevereiro Março Abril Maio
AA 8 - GMU/GPI
AA 1
Março
2017
Janeiro
Outubro Novembro
Julho Agosto Setembro
AA 9
Fevereiro
2P14
CA
RN
AV
AL
Abril MaioWPR 16/07 03/08
AA 5
Janeiro
Agosto
AA 6 AA 10
Maio
AA 8 - GMD/GMI
WPR 16/07 03/09
2018
AA 6
Janeiro
SC.O
Angra 1
Angra 2
Angra 3
Angra 3
SM.O
Corporate
SC.O
Angra 1
Angra 2
Angra 3
SM.O
Corporate
SC.O
Angra 1
Angra 2
JaneiroC
AR
NA
VA
L
CA
RN
AV
AL
WFV
WFV
Dezembro
1P24
WPV
Julho
WPV
WPVAIEA
Corporate
SC.O
Angra 1
Angra 2
Angra 3
SM.O
Corporate
SC.O
Angra 1
Angra 2
Angra 3
SM.O
Corporate
SC.O
Angra 1
Angra 2
Angra 3
1P23
WPVAA 1
Outubro Novembro
Agosto Setembro Outubro Novembro
AA5
SM.O
2021
2022
CFV
1P27
2P18
Agosto
WPV
AA 7
2019
2020
SM.O
Corporate
Junho Julho
AA 9
JunhoJaneiro Julho
CA
RN
AV
AL
Julho Agosto
Fevereiro
AA 11AA 10 AA 6
AA 7
WPV
WPV
WPV
AA 9
Novembro Dezembro
2P17
AA 5
AA 7
WPR
WPR
Março Abril Maio
CA
RN
AV
AL
Janeiro
1P26
AA 1
AA 10 AA 11
Março Abril Maio
Fevereiro Março Abril Maio
AA 1
AA 8 - GMU/GPI
CPR
Setembro Outubro
AA 3
Fevereiro
AA 5WFV
WFV
Dezembro
Setembro Outubro Novembro
Setembro Outubro Novembro
Agosto