CENTRALES NUCLEARES NUCLEAR POWER PLANTS

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experts to define risk-related systems, and actionsincluded compilation of historical files to define servicecriteria for pilot systems and the rest of the systems.As regards Reliability Centered Maintenance, thenecessary software tools were acquired in 1995, theapplication guidelines and procedures were drawn up,and proper training was provided to maintenancepersonnel.Also in 1995, we have developed a program to performin-service maintenance that takes into consideration therecommendations of the NRC and American industry, aswell as the experience of BWR plants that haveimplemented it. This program has been submitted to theNuclear Safety Board. We will begin to apply in-servicemaintenance in 1996 to systems such as LPCS, RHR,ESSENTIAL AIR and ESW.<strong>NUCLEAR</strong> SAFETY CULTURE PLANThe purpose of this Plan is to identify organizational andindividual characteristics and activities that confirm thatsafety matters are receiving appropriate, timelyconsideration. The Priority Action Group was launchedduring the year to identify relevant aspects, to quantifythe safety culture and establish an indicator, and to tutorImprovement Teams. Thirteen Areas of Improvementhave been identified and included in document INSAG-04, 10.04 Nuclepers-Unipede, 4 of which have beenundertaken in 1995:- Self-verification.- Technical communication in technical plant processes.- Influence of field supervision by the management onthe nuclear safety culture.- Recognition-award platform.REFUELING REDUCTION PROGRAM (ORE)As already mentioned previously, the objective of thisProgram is to perform alternating long and shortrefuelings lasting 40 and 20 days, respectively. In fact, inApril of this year we will carry out the first 20-dayrefueling, focusing the main activities on refueling plantand NSSS system and leaving the BOP until the longrefueling.STA. M. DE GAROÑA NPPFelipe GALÁN1995 has been the best year in the life of theSanta María de Garoña Nuclear Power Plant.The Plant stayed on line throughout the yearand achieved 502 days of uninterruptedoperation on 18 February 1996. On this date,it was disconnected to begin the refuelingoutage.We are satisfied and, excuse me for sayingso, proud to be able to say this when we areless than two weeks away from the datemarking the first 25 years of plant operation.All this would not have been possible without the jointeffort of the dedicated Nuclenor team, which I have thehonour of representing, and of many other companiesthat have collaborated with us, some of which areFACTOR DE CARGA(%) / CAPACITY FACTOR (%)1009080706050403020100dos semanas de que se cumplan los25 primeros años de explotación dela Central.Todo esto no hubiese sido posible sinel esfuerzo conjunto de un gran equipode personas de Nuclenor, a lasque me honro en representar, y deotras muchas empresas que han colaboradocon nosotros y de las quealgunas se encuentran hoyrepresentadas en esta sala.A todos ellos y a los queno estan, nuestro reconocimientoy gratitud.INCIDENCIASOPERATIVASLo más digno de menciónha sido precisamente la ausencia deincidencias importantes.El combustible se ha comportadomuy satisfactoriamente.FACTOR DE CARGA Y MEDIA RESULTANTE PROMEDIO CADA 2 AÑOSCAPACITY FACTOR AND RESULTING AVERAGED EVERY 2 YEARSFC ANUALMEDIA86 87 88 89 90 91 92 93 94 95 INPOObjetivo AvailabilityAÑOS/YEARSDisponibilidad ObjectiveINPO 1995 INPO 95RESUMEN DEL AÑO 1995/1995 SUMMARYOBJETIVOS/OBJECTIVES RESULTADOS/RESULTSOperación 95% FC 99,01% FCOperation 95% FL 99.01% FLDisparos
mSv.x Persona700600500400300200100COMPARACIÓN DE DOSIS ACUMULADAS (1995)COLLECTIVE DOSE COMPARISON (1995)ACU. PREVISTAFORECASTACCUMULATIONACU. OFICIALOFFICIAL ACC.0ENERO FEBRERO MARZO ABRIL MAYO JUNIO JULIO AGOSTO SEPTIEMBRE OCTUBRE NOVIEMBRE DICIEMBRE600557,89represented here today. To all of them and to those notpresent, our acknowledgment and gratitude.OPERATING INCIDENTSThe most noteworthy event is precisely the absence ofmajor incidents.Fuel performance was very satisfactory.The reportable events were not very relevant.In addition, we should mention the minimum environmentalimpact caused by radioactive waste.COLLECTIVE DOSE - ALARA PROGRAMIn the area of Collective Dose, the efforts being made toreduce this dose are noteworthy.The problem is being attacked on several fronts:• Interdisciplinary activity planning.• Design changes (circuit replacement, equipmentreplacement and equipment relocation).• Circuit and building cleaning.• Shieldings.Daily operating meetings are held for follow-up and thedoses from each section are distributed on a weekly basis,comparing evolution with the previously assignedestimates.COMITÉS DE PLAN ESTRATÉGICO• Comité de optimización de la operación• Comité de reducción de dosis• Comité de optimización de parada• Grupo de mejora de la información• Comité de reducción de costes• Comité de residuos (ampliación dela capacidad de almacenamiento dela piscina de combustible).• Comité de mejora continua• Comité de gestión de vida remanente.PROGRAMA DE MEJORACONTINUAObjetivo• “Optimizar el potencial humano deNuclenor desarrollando cauces deaportación de sugerencias e iniciativasque puedan mejorar de formacontinua la calidad de las distintasactividades y los objetivos deNuclenor”• Aprovecha capacidades, conocimientosy experincia de todas laspersonas de Nuclenor, motivando:- Mejora aptitudes personales- Trabajo en equipo- Participación activa- Refuerzo sentido propiedad- Aumento de la eficaciaAspectos importantes• Dirigidos a las personas más quea los resultados• Participación voluntaria• Fuera de los cauces jerarquicosde la empresaDesarrollo• Fase piloto hasta junio de 1995(presentación de resultados a dirección)• Implantación de propuestas hastaparada de recarga de 1996• Evolución a calidad total (desde1996)MEJORA CONTINUARESULTADOS• Creados 9 equiposparticipando: 20% de la plantilla deNuclenor.• Soluciones viables y técnicamentesatisfactorias• La mayoría de los participantesestán dispuestos a seguir en unanueva fase.• Es importante imbricar los proyectosde mejora en las prioridades dela empresa.• Implicación de la cadena de mando• Soporte de la Dirección.Las sesiones contaron con una alta participación.The sessions were widely attended by meetingparticipants.PERSONNELNUCLENOR TRAINING PLAN• Complies with UNESA Guideline CEX-37,“Qualification, Training and experience guidance forNPP Personnel”• Approved by management in august 1995 (Letter toCSN dated21/8/95)• Human resource mangement tool• Shared responsabilities throughout the company• Cost/benefit OptimizationSTRATEGIC PLAN COMMITTEES• Operation optimization committee• Dose reduction committee• Shutdown optimization committee• Information upgrading group• Cost reduction committee• Waste committee (extension fuel pool storage capacity).• Continuous improvement committee• Remaining life mangement committeeCONTINUOUS IMPROVEMENT PROGRAMObjective• “Optimize human potential of Nuclenor by developingchannels for providing suggestions and initiatives that cancontinuously improve the quality of the different activitiesand objectives of Nuclenor”• Take advantage of capabilities, knowhow and experienceof all Nuclenor personnel by motivating:- Improved personal abilities- Team work- Active participation- Reinforced sense of ownership- Increased efficiencyImportant Aspects• Aimed more at people than at results• Voluntary participation• Outside corporate hierarchical channelsDevelopment• Pilot phase up to june 1995 (results submitted tomanagement)• Implementation of proposals up to 1996 refuelingoutage• Evolution towards total quality (as of 1996)CONTINUOUS IMPROVEMENTRESULTS:• 9 teams created.Participation: 20% of Nuclenor staff.• Feasible and technically satisfactory solutions.• Most participants are willing to continue in a new phase.• It is important to overlap improvement projects withcompany priorities.• Involvement of chain of command.• Management support.
Page 1 and 2: CENTRALES NUCLEARES1995NUCLEAR POWE
Page 3 and 4: EDITORIALThis issue is primarily de
Page 5 and 6: entre los primeros lugares del rank
Page 7 and 8: Estratégico de nuestra empresa. En
Page 9 and 10: optimización de los resultados de
Page 11 and 12: de forma automática (disparos) (eq
Page 13 and 14: y una ausencia de planificación di
Page 15 and 16: señaladas fue realizada manualment
Page 17: situado muy por encima del 80% fija
Page 21 and 22: trabajar a pleno rendimiento para p
Page 23 and 24: Indicadores WanoLa central hace un
Page 25 and 26: F ITOBERA DE VENTEO / VENT NOZZLECo
Page 27 and 28: Permiso de Explotación hasta octub
Page 29 and 30: ENERGÍA ELÉCTRICA BRUTA PRODUCIDA
Page 31 and 32: El cumplimiento de objetivos econó
Page 33 and 34: Ptas./kWh1,41,31,21,110.91,07JB1,07
Page 35 and 36: TERCERA SESIÓN / THIRD SESSIONEXPE
Page 37 and 38: AhausWürgassenHammUentropJülichSt
Page 39 and 40: een reduced to 24 days in 1994, and
Page 41 and 42: equipment and procedures are used f
Page 43 and 44: COMPARACIÓN DE PARÁMETROSENTRE CE
Page 45 and 46: Cofrentes, Trillo y Vandellós II,
Page 47 and 48: AÑO 1995 / YEAR 1995PRODUCCIÓN DE
Page 49 and 50: esponsabilidades profesionales hast
Page 51 and 52: valores de disponibilidad de las ce
Page 53 and 54: disposición viene a sancionar lega

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