IAEA, Vienna, 6-10/10/2014

Peer Groups in

Slovenské elektrárne as

a tool for sustainble

improvement

2

Slovenské elektrárne is an Enel Group Company

Data as of Dec.2013

Stock exchange

Enel is listed on the Milan stock exchange (~1.2 mln shareholders). 14 companies of the Group are listed on Milano, Madrid, Moscow, New York stock exchanges and in Latin

America.

Presence in

40 countries Installed capacity

98,916 MW Annual production

286 TWh EBITDA

17 bln. € Capex 2014-18

25.7 bln. € Customers

61 million Employees

71,394

3

SE’s potfolio of power plants

5

Installed capacity of SE

6

SE’s production by sources

7

20

16

20

00

20

10

19

90

19

80

19

70

A1 NPP V1 Unit 1

V1 Unit 2

V2 Unit 3

V2 Unit 4

MO Unit 1

MO Unit 2

MO Unit 3

MO Unit 4

EBO V2 EMO 1,2

Slovakia’s Nuclear History

EBO V1 EBO A1

Current Nominal Output EBO and EMO NPPs

EBO

EMO Power uprated:

2008

UNIT 1: 470

MWe UNIT 2: 470

MWe

Power uprated:

2012

UNIT 3: 505

MWe

UNIT 4: 505

MWe

Original power:

440 MWe

9

Net production NPP (2006-

2013)

Net production NPP (2006 – 2013)

2006 2007 2008 2009 2010 2011 2012 2013

EMO1 3,054 3,132 3,323 3,098 3,447 3,543 3,533 3,526

EMO2 2,784 3,189 3,069 3,412 3,188 3,480 3,476 3,582

EBO3 2,577 2,427 3,038 3,310 3,386 3,584 3,762 3,727

EBO4 2,487 2,647 2,735 3,240 3,513 3,733 3,640 3,789

JE spolu (4) 10,902 11,395 12,165 13,060 13,534 14,340 14,411 14,624

0,000

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

TWh

The best results in history

of NPP op.

10

Outage duration (2006-2013)

Outage duration (2006 – 2013)

2006 2007 2008 2009 2010 2011 2012 2013

EMO1 30,5 33,6 29,0 51,5 23,3 21,6 23,2 23,55

EMO2 62,4 26,3 23,2 26,4 49,4 22,2 24,9 20

EBO3 68,2 66,1 45,3 24,3 23,0 35,8 20,4 19,18

EBO4 71,4 62,2 63,5 25,2 22,8 22,3 34,0 18,62

NPP total * 232,5 188,2 161,0 127,4 118,5 101,8 102,4 81,4

0

50

100

150

200

250

Days

The shortest outage in

history of NPP op. - 18,62

days

11

UCF (Unit Capability Factor)

2006 2007 2008 2009 2010 2011 2012 2013

EMO1 90,72 90,06 90,97 82,60 91,55 93,27 92,63 93,33

EMO2 82,07 91,33 88,32 91,60 85,27 92,50 91,96 94,23

EBO3 80,73 75,04 86,69 89,33 88,11 89,94 94,17 93,71

EBO4 79,27 79,97 79,58 88,91 90,33 93,43 90,30 94,54

NPP average 83,20 84,10 86,39 88,11 88,82 92,29 92,27 93,95

50

55

60

65

70

75

80

85

90

95

100%

The best results in

history of NPP op.

12

UCLF (Unplanned Capability

Los Factor)

UCLF (Unplanned Capability Loss Factor)

2006 2007 2008 2009 2010 2011 2012 2013

EMO1 0,40 1,78 0,76 1,02 1,77 0,04 0,82 0,00

EMO2 0,60 1,33 0,27 0,53 0,69 0,30 1,10 0,10

EBO3 0,24 5,79 0,49 0,10 0,23 0,03 0,02 0,36

EBO4 0,85 2,39 2,38 0,60 0,05 0,25 0,00 0,07

NPP average 0,52 2,82 0,98 0,56 0,69 0,16 0,49 0,13

0

1

2

3

4

5

6

7

%

The best results in

history of NPP op.

UCLF

3y.averag

e (2011-

2013)

WANO

median

(2010-

2012)

WANO

quartile

(2010-

2012)

WANO

decile

(2010-

2012)

EMO1 0,29

0,99 0,33 0,00 EMO2 0,50

EBO3 0,14

EBO4 0,11

19

Improvement programs

Work management execution improvement

Performance excellence initiative (Values and Behaviors,

Safety Culture, NKM, Human Error Prevention)

Nuclear training excellence (SAT project)

Contractors management

Outage strategy

Equipment reliability

Shift operation management system

Ageing of nuclear workers (average age increase, risk of earlier

retirement)

Loss of nuclear workers (critical knowledge holders)

Non-availability of ready-to-work recruits on the labor market

Internal and external mobility of workforce

Safe operation of nuclear installation could be threatened

26

Introduction into Knowledge Management

Nuclear Knowledge Management (NKM) project started in 2010

Use of international practice and experience (IAEA TECDOC 1510

Knowledge Management for Nuclear Industry Operating

Organizations, INPO 06-004 Essential Elements of Knowledge

Transfer and Retention, IAEA Risk Management of Knowledge

Loss in Nuclear Industry Organizations)

Benchmarking visits and meetings

Integration of NKM outputs with existing processes (HR, training)

27

Introduction into Knowledge Management

Systematic job position assessment

Competency model development and implementation

Succession planning process implementation

Knowledge transfer and retention process

28

NKM Deliverables in SE

Sustainable improvements of the processes (operation,

engineering, maintenance, safety, work management etc.)

Transparent and measurable performance indicators for all related

areas

Improvement of operational and financial results

Working processes and procedures in line with the best practices

(INPO AP 928, AP 913 etc.)

Support to managers in decision making processes

Improvement of nuclear and industrial safety of own and

contractor personnel

29

SAP Nuclear project in SE: targets and

challenges

Kick-off meeting in July 2008

Go-live phase started in January 2010

Involvement of managers at all levels

SE experts and external support

Supporting documents and expertise from INPO

Change management process

30

Project basic data

31

Main areas

SAP

Nuclear

Equipment

reliability

Work

management

Corrective

action program

Operational

experience

Self-

assessment

and

benchmarking

Key

performance

indicators

Performance

improvement

32

20

13

20

11

20

12

20

10

20

09

20

08

Kick-off meeting Go-live phase

Design phase

Testing phase

Feedback implementation

Working teams

New experts in SAP Nuclear

Acquired knowledge,

experience and skills

What’s next?

The Case Is Closed,

Forget It…

Project time line

33

Peer Groups

SAP Nuclear Improvement Process

Equipment

reliability

Work

management

(incl. Outage)

Corrective

action program

Control area

management

Chemical

management

Work

clearance

management

Metrology Waste

management

Sustainable improvement of processes within nuclear operation,

Submitting and evaluation of the change requests in respect of the

SAP Nuclear,

Managing the implementation of new versions of SAP Nuclear

software,

Integrating the SAP Nuclear processes with other systems and

platforms and their unification.

34

Main tasks of peer groups

Project working groups transformed into peer groups,

Peer groups as advisory body for management,

Evaluation and assessment of requests for change,

Providing training for newcomers and old users if changes are

implemented,

Regular meeting and discussions within peer groups

35

Creation and activities of the peer groups

36

IT support for peer groups activities

News, changes, updates,

Working schedule,

Guiding and training documentation

Manuals

Involvement of project team members into peer groups,

Supporting by management,

Internal documents regulating the peer groups activities,

Peer group members as trainers to share knowledge.

37

Lessons learned

Questions?

Thank you for your attention

Vladimir Sudakov, Knowledge management specialist, vladimir.sudakov@enel.com