ATOMIX Ltd. - Fire Service, Nuclear Power Plant, Paks

[ ATOMIX Ltd. - Fire Service. Nuclear Power Plant ]

OPERATING CODE of FIRE SERVICE, NPP

„All is difficult for one but nothing is impossible for many.”
(Count István Széchenyi)

SPREFACE

Dear Readers and Colleagues,
Those reading through this document may as well ask ‘what this Operating Code is all about?’, or ‘for whom is it intended?”
Well, this Code is about, and is intended for, us, firemen at Fire Service, NPP.
Fire Service, NPP was established on 1 May 1990 and reorganized into a full-time establishment fire service on 1 July 1994.
Our core activities include performing mobile fire and damage prevention tasks as well as life and technical rescue operations at Nuclear Power Plant of Paks.

In this Code, we present what we feel important and necessary for us to sustain and improve the quality of our work.
It is our conviction that the Code can, as part of our everyday lives, offer useful recommendations, hints and guidelines to help us make our work more co-ordinated and smoother.
Due to the Code, we’ll be able to make better and more thoughtful decisions, our teamwork is going to strengthen to serve our common goals with increased efficiency.
The Code will help us appreciate and respect each other and each other’s work.

DEDICATION

This Code is dedicated both to the present and future members of Fire Service, NPP to make them more aware of our goals and basic principles of work. The Code is intended to promote team spirit and increase the quality of relations we have.

SIGNATORIES

Bőhm, Péter - Szendi, József
Schreiner, István - Tóbi, József
Major, István - Sipter, Géza
Szintai, László - Széles, Ferenc - Szénási, László
Lengyel, Miklós - Papp, Szilárd - Ambach, Ede
Pesztericz, Rajmund - Suplicz, István - Bese, Sándor

Paks, 5 October 2007

DEFINITIONS

Staff of Fire Service, NPP

Our staff is a team of firemen well aware of high energies like fire that can both serve people and endanger them.
Our firemen are persistent, deliberate, composed and brave in fighting fire and preventing, lessening or terminating other destructive harms. Their eagerness to help others in trouble is what drives them in this never-ending fight, sometimes in danger of death.
People call them first to help in fires, emergency and disasters as they permanently stand by for immediate action, ready for the fight with the forces of nature.
Our firemen respect their superiors and colleagues.

They love their job and are deeply committed to help.
They are well-trained and informed.
They always do their best when on duty.
They are aware of the goals set by our organization and act with a view to meeting them both when at work and after working hours.
Our staff members are straightforward men who are ready to listen to others and assume responsibility for what they do.
They are willing to accept common decisions as binding on them, and do not criticize such decisions later on.

Fire Service Heads

They are responsible for their men and colleagues.
Their conduct demands respect for firemen’s work, holding it in high esteem.
They deserve prestige and respect for the position through their work.
They spare no effort to improve and strengthen their proficiency and general learning, and are creative in thinking.
Fire Service heads are open to novelties and desirous to obtain completeness in their work. Due to their strong commitment, they set a good example to follow.
They are the best as regards discipline and respect for others, also inspiring their colleagues to behave similarly.
Our heads assume full responsibility for their decisions and for what they do.
They always do they best and act thoughtfully.
They are unflagging in taking a stand for their colleagues’ and subordinates’ interests.

MISSION STATEMENT

Our Mission

We are all members of an organization, and are both willing and able to make our personal contribution to reaching our corporate goals.

- Fire Service, NPP is an organization that
- is making permanent progress,
- is capable of renewing again and again,
- provides quality service,
- deems human assets important.

Our Goals

- We do what our clients expect to.
- We fully meet all relevant legal regulations and our own quality policy goals.
- We set a course for development, looking into the future.
- We intend to become an “integrated” part of the corporate life of NPP, in particular in the area of security and, in the second place, in all what may require our participation, responding to the new challenges and making use of the opportunities.
- Permanent development of staff skills to reach our goals.
- It is our goal to create and maintain a good working atmosphere.
- We’ll do our best to make all staff members aware of this Code and make them observe its guidelines.
- As one of our principal tasks, we have to make all efforts to protect the prestige of our organization.

OUR STRONG POINTS

- Availability of resources.
- Availability of opportunities.
- High organizational and work culture.
- Quality management system in place.
- Well-trained staff.

ORGANIZATIONAL CULTURE

Corporate Features:

- Commitment
- Reliability
- Responsibility
- Highly organized staff
- Ability to renew
- Willingness to help
- Common goal awareness

Important Operational and Co-operational Principles

Basic work and organization-related principles are laid down in our Organizational and Operational Rules (SzMSz)

Staff skills provide a firm basis for our work.
We ensure that all our means, equipment and tools are always in good repair and running order.
It is more important to do a job successfully than to care for who personally will do that job.
Meeting deadlines is a priority to us.
We set clear and unambiguous tasks.
We observe both formal and informal operational rules.
Organization-level interests are given priority over personal ones.
It is an expectation of any and all staff members to co-operate in order to realize our common objectives.
All of us should be governed by willingness to help and unselfishness.
Co-operation should prevail at and between all levels of the organization.

Decision-making

Staff Meeting is the supreme decision-making forum of our organization. Decisions passed by the Meeting are binding on all staff members.
Promoting our organization’s interests is the main consideration in the decision-making process.
We try to obtain as much information as possible before making a decision. Only pieces of information that have proved to be true when tested may be used in the decision-making process!
Our ambition is to apply up-to-date decision-making techniques.
All should decide on their own with a view to the personal scopes of competence and responsibilities!
The principle of justice is reflected in all our activities.
Our decisions should be clear and enforceable!
Our decisions are continuously assessed and checked for their impact and, if necessary, amended or changed.
We consequently assume responsibility for the decisions we made.

Communication

Communication features characteristic of fire fighting work and rescue operations are set out in detail in our relevant rules and regulations.
Distinction should be made between intervention-related communication and other communication styles. We should try to communicate calmly and deliberately.

We must always speak in the first person when communicating.
It is to be ensured that all receive timely pieces of information that are strictly necessary and sufficient!
Organizational communication should be routed through formal channels.
Feedback, i.e back response, should be used to clarify potential misunderstandings if any!
Our staff members should always conduct well-informed communication!
The last instruction or command of the highest executive should govern, subject to the obligation to keep him informed.
All staff members have the right to freedom of opinion and expression.

Behavioural Norms

We deem observance of the fundamental principles of human coexistence both on and off the job to be a basic behavioural norm.
No staff member may harm the dignity of another person.
We should pay due respect to one another and to the position held.
All staff members should behave as established by custom and culture.
We appreciate each other’s work.

Some more behavioural norms deemed important by our organization:

- Reliability,
- Accuracy,
- Discipline,
- Observance of rules,
- Demand for personal development, proactive approach,
- Exemplary conduct,
- Consistency,
- Setting high standards both for own work and the working environment.

Assessment System

Our organizational activities are subject to ongoing assessment and evaluation to see whether our goals are correct and met.

Assessment system elements:

- Annual Assessment of Fire Service, NPP,
- Annual Assessment of Teams,
- Personal assessment.

We have introduced a performance assessment system to evaluate our employees’ work.

Key subjective features personal assessment is based upon:

- Reliability
- Loyalty
- Availability
- Proactive approach
- Demand for development
- Attitude

WHAT WE DEEM IMPORTANT

An attainable vision.
Making our environment accept and appreciate our professional work.
Meeting our goals.
Ensuring the safety of organizational operations.
Prospects for development.
Respect for the person and the position held.
Safety of work.

Our existing assets:

Healthcare
High technical level
Good working atmosphere
Moral and financial appreciation
Keeping traditions alive
Results scored at competitions
Well-trained staff