Highlights 2007
We are pleased to report the following highlights: |
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| The past year at PBMR has been significant. Clear leadership has allowed the Company to navigate through uncharted waters. With the support and encouragement of our world-class suppliers, our stakeholders, Board, and the resilience and determination of the growing and transforming skills base at PBMR, the Company has matured into a delivery-focused organisation. |
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| SAFETY CULTURE | ||
| The year proved challenging for PBMR, but ended on a high note with the National Nuclear Regulator’s (NNR’s) lifting of the Work Suspe nsion Order. Internationally, work suspension orders are commonplace, but this was our first and proved complex and challenging for PBMR and our client, Eskom. During the suspension, PBMR improved its nuclear safety culture, and obtained greater clarity on the different roles of the NNR and the Eskom Client Office. PBMR also effected institutional changes to ensure that it excels in design, licensing practice, independent quality assurance and project execution. |
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| SAFETY MILESTONES | ||
| Both PBMR’s Helium Test Facility (HTF) and its Fuel Development Laboratories teams achieved a safety milestone of 100 000 accident-free operating hours. PBMR’s test facilities are critical to effective licence approval and to ensure design maturity of the reactor and fuel plant. The progress at the facilities is tangible and practical evidence of PBMR’s engineering, design and operational maturity. | ||
| LICENSING | ||
With regard to nuclear fuel, the NNR issued a licence for using depleted uranium in the coater facility. The NNR also issued a licence for the use of enriched uranium use in the kernel laboratory, which was a significant milestone in the overall manufacturing of advanced fuel and the fuel testing programme. PBMR completed and submitted the second Safety Analysis Report (SAR) to Eskom on schedule. This submission is a prerequisite for obtaining a nuclear licence for the construction of the Demonstration Power Plant (DPP) at Koeberg. |
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| SKILLS DEVELOPMENT | ||
PBMR’s investment in capacity building paid its first dividend when Mr Ayanda Nzo became the first bursary to successfully complete his degree (Mechanical Engineering) and take up a position in the Company. The retention of scarce and critical skills remains a key issue, which has resulted in a number of strategies and initiatives. The Company has also instituted a mentoring programme and secured the services of an industry expert to assist with the mentoring and development of employees from the designated groups. |
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| PERFORMANCE MANAGEMENT | ||
| Management successfully completed the performance review process during the past year, with the first incentive paid out in December 2007. This is one of many important management tools to monitor and encourage excellence and commitment in the organisation. | ||
| STRATEGIC IMPERATIVES | ||
| Seven long-term, clear and obtainable objectives, which PBMR recognises as essential for achieving its outcomes, have been set by the executive management team and agreed with the PBMR Board. These seven strategic imperatives will be actively pursued by the organisation that is committed to achieve the desired outcomes and results. | ||