IEN’s management focal points include the professional appraisal of its workers and the development and protection of their intellectual capital.

Seeking continuous improvements, the Nuclear Engineering Institute has adopted a result-oriented organizational management model. This strategy has been consolidated with IEN’s participation since 1999 in the Technological Research Excellence Project, coordinated by the Brazilian Technological Research Institutions Association (Abipti), which follows the excellence criteria established by the Quality National Prize (PNQ).

This process demanded the commitment of the entire staff. The first step was the creation, in 1998, of the Quality Management Assessorship (AGQ), an open and participatory forum where the workforce comments, criticizes and makes suggestions on the practices at IEN. Later on, other forums were opened for the debate of themes related to intellectual capital management and safety culture.

The management practices, oriented by the PNQ model, are evaluated annually by the Abipti’s project. A final report points out where there is room for improvement. Based on this report, AGQ holds open meetings for the elaboration of the Management Improvement Plan, subsequently submitted to the analysis of the director of IEN.

The changes promoted have also been translated into a new organizational model. Formerly a vertical structure, the organogram became horizontally integrated with the creation of four coordinations: Institutional Management, Technological Innovation, Teaching and Radiological Safety and Protection.

The creation of an internal culture centered on Safety, a value intrinsic to the nuclear sector, became a strategic factor in IEN’s performance and search for excellence. This commitment gave rise, in 2003, to a formal policy on Safety, Environment and Health.

In 2004, monthly meetings with the direction of IEN were adopted to deal exclusively with management. Occasionally, the Intellectual Capital Development Group (GDCI), composed of five researchers (chosen for a two-year mandate, in a process that involves the participation of the whole staff), takes part in these meetings.

IEN’s Strategic Plan expresses its search for excellence and sets mechanisms for the control of management practices, to assure the success of the implemented actions in all areas.