The first aspect of safety management implies planning. This planning
must consider different time frames (long, medium and short terms):
Long term: this is achieved through policies
and a management plan.
Medium term: this is done through setting objectives, allocating budgets and
designing plans (investment, refuelling, etc.).
Short term: this is accomplished through daily planning of operations and
follow-up of established goals.
The second aspect of safety management is execution. This is based on
the effectuation of different processes, which may be grouped into the
Strategic: management of the surroundings and regulation, definition and
creation of strategies.
Productive: administration of generation assets, production of electric power,
and management of fuels.
Supportive: management of economic-financial resources, rendering of
logistical and general services, management of human resources and information
An indispensable tool for the management of safety and radiological protection
is the periodical follow-up of operational indicators collected by the
control panel, each one reflecting goals which are set annually and which are
conservatively linked to the continuous improvement of operational and
management-related parameters and the mid and long term objectives. The
Nuclear Generation Division has established a methodology for defining
operational indicators used in the evaluation of the most important parameters
related with processes, product and safety. The appropriate degree of
follow-up or measurement is chosen for each of the established processes in
relation to its impact on conformity with the particular and specific
requirements of each.
The status of the operational indicators and degree of attainment of the
goals is part of the information included in the management review of the
Integrated Management System. At IBERDROLA, the relation between indicator and
commitment is quite direct.
- Training on numerous relevant aspects, such as safety culture,
radiological protection and plant operations, using tools such as the full
spectrum simulator, specific to each plant, where personnel with operating
licences are trained within a time period considerably longer than that
required by the Consejo de Seguridad Nuclear (Nuclear Safety Council). Control
room personnel hold an operations licence granted by the Consejo de Seguridad
Nuclear (Nuclear Safety Council) (renewable every six years), upon completion
of a lengthy training period and passing of corresponding examinations
(theoretical, simulator and on-site).
Use of operating experience, both external and internal. This analysis
derives aspects as important as corrective actions (which may engender
improvements to procedures, modifications to design or other organizational or
supervision-related improvements), lessons learned (which may engender
improvements in the training programme for licensed or other type of
personnel), or the trends analysis, which may lead to an exchange of
experiences amongst different plants. External operational experience is
mainly channelled through the analysis of documentation of international scope
remitted by the INPO - Institute of Nuclear Power Operations - and WANO -
World Association of Nuclear Operator- (significant event report, significant
operating experience reports, operating plant experience…) and the evaluation
of their applicability to IBERDROLA nuclear plants. In this regard, IBERDROLA
is a member of WANO, and assumes all the rights and obligations implied
thereby. In the specific realm of operational experience, IBERDROLA receives
pertinent information from WANO for its analysis, and remits relevant
experiences back to WANO for their diffusion amongst WANO members. Likewise,
WANO verifies during its periodical evaluations of plants (peer reviews) that
the operational experiences received and better management practices have been
properly analyzed and implemented.
The third aspect of safety management is evaluation. It allows for
verifying that compliance with the specified requirements for plant operations
is correct and is capable of identifying possible deficiencies and
opportunities for improvement which will result in greater operational safety
The fourth aspect of nuclear safety management implies the management of:
- Preventive and corrective actions.
- Actions for improvement.
A process which entails the following characteristics is established through
the corrective actions programme:
An integrated process which includes the identification, evaluation, and
resolution of real or potential non-conformities, as well as proposals for
improvement upon the verification of the effectiveness of committed actions.
The identification of possible non-conformities or actions for improvement may
result from a diversity of sources: external evaluations, independent internal
evaluations, self-evaluations, findings made by personnel or discovered
through routine activities.
It sets forth a system for categorizing non-conformities and for prioritizing
actions in accordance with their relevance for safety.
It establishes mechanisms for identifying adverse trends and for evaluating
the effectiveness of implemented actions.