The theme Operational Experience Feedback (OEF) has been discussed in safety literature for decades, and authors have presented studies on how knowledge management allows organizations to understand how they collect, manage, and use the knowledge they develop, and discuss different approaches, such as learning by practice, lessons learned systems, and experience feedback cycles. This study presents the process of an OEF carried out in collaboration with the workforce at a thermal power plant. In this process, discussion spaces, tools and resources already used were identified, and the intervention was to systematize the process, improve existing tools, create new tools and assign responsibilities to ensure the closure of the cycle: input, processing, monitoring, and feedback. A general map was developed, identifying the main limits of this process and a new round of meetings allowed the co-construction of the unit new OEF instrument. Once implemented, it can contribute to a proactive organization, acting preventively in seeking operational continuity, contributing to forming a cohesive and well-trained team.