In ENUSA we have as a premise that "safety comes first". We are aware of what it means to manage a company engaged in nuclear activities, and therefore safety is integrated in all our activities, both from the point of view of nuclear safety and safety at work.

Nuclear safety

Our objectives are focused on preventing accidents with radiological consequences and mitigating them in case they occur. Our employees carry out their work in compliance with and improvement of the legal requirements imposed and in a responsible manner.

Radiation protection

The basic objective of radiation protection is to ensure respect for the environment and the safety of people exposed to ionizing radiation, considering both the present impact and its long-term effects.

The factory has Radiological Safety and Protection Services in charge of managing safety, both nuclear and conventional, and radiation protection of people, equipment, components and systems of the facility, as well as the environment. The plant complies at all times with the recommendations of the regulatory bodies.

The company has always obtained excellent statistical results in this area. Radiological doses received by workers are less than 10% of the limits established by current legislation.

Safety culture and human factors

All ENUSA employees must act in accordance with a solid and adequate Safety Culture, understood as:

Our way of thinking and doing based on our experience in relation to ensuring the safety of the facility, which we transmit to each other and which evolves over time.

The fundamental objective of the Organization and Human Factors Program is to identify, control and correct organizational and human factors before they can negatively affect safety.

We work on the objectives of each of the areas into which the program is divided (as detailed below). Safety Culture:

• Efficiency of the organization.
• Safety culture.
• Human behavior.
• Self-assessment and knowledge management.
• Factory configuration control.
• Work management.

At ENUSA we are known for integrating the most innovative technology in our equipment and processes, in order to improve both the final product we offer to our customers and the environmental quality and safety levels.

Innovation = value

We blindly believe in innovation as a generator of value, and that is why in ENUSA we allocate more than 2% of our fuel sales to R&D&I. This allows us to invest in our own programs for developing our manufacturing processes, as well as to collaborate in international nuclear development projects with our licensors, with other companies with which we have technological agreements and with regulatory bodies or customers.

At ENUSA we are committed to responsible management that considers the impacts on people and the environment. We work in the present to build a more sustainable, fair and egalitarian future.
Although the existence of formal equality within a company does not guarantee real equality between women and men, nor does it guarantee adequate management of diversity in all its dimensions, ENUSA establishes in the Equality Plan a set of measures to ensure this within the social framework it represents as a company.

This Equality Plan complies with Organic Law 3/2007, of March 22, for the effective equality of women and men and responds to Royal Decree-Law 6/2019, of March 1, on urgent measures to guarantee equal treatment and opportunities between women and men in employment and occupation.

In addition to incorporating the new features introduced by the law, this Plan brings together other measures that were established some time ago in ENUSA such as the Code of Conduct, the adherence to the Spanish Network of the United Nations Global Compact or the 2011 Equality Plan itself, which gave rise to the current one.
In addition, in order to give the relevance that equality in the company requires, in 2018 ENUSA's management promoted the creation of an area with specific competencies in this area, thus taking another step forward in its efforts to eradicate discrimination and consolidate a corporate culture committed to gender equality and diversity.

With the latest revision of the Plan, ENUSA includes new policies and measures in the areas of training, professional classification and other elements of human resources management aimed at avoiding situations of discrimination. New sections have been added which reflect matters such as co-responsibility in personal, family and working life, and include objectives such as information and awareness-raising for the workforce on aspects of gender and diversity, or the updating of indicators in order to obtain statistics of higher analytical quality.

In addition to the work that ENUSA carries out in the area of equality and diversity through the Equality Area and the Equality Committee, the company has also joined the Target Gender Equality (TGE) initiativean accelerator program on gender equality developed by the United Nations Global Compact, whose objective is to help organizations to establish and achieve ambitious business objectives in terms of representation and leadership of women. ENUSA's participation in this project represents a further step in the implementation of policies aimed at equality between women and men and gives continuity to the work undertaken by the CSR area within the framework of the SDGs, including the SDG 5- Gender Equality as one of the priority objectives of our agenda.

At ENUSA we are committed to quality as a strategic factor and basic pillar in all our activities, adopting a proactive role in the implementation and development of management systems and continuous improvement.

Within our quality systems we have implemented the criteria of the UNE 73401, ISO 9001:2015, ISO 17025:2017, ISO 19443:2018, 10CFR50 Ap.B, ASME NQA 1 and KTA 1401 standards, as well as the specific guidelines applicable to the nuclear sector. Our Quality Policy is described in the Quality Policy document.

Continuous Improvement

The need to be able to generate very high quality products commits us to work with the most modern techniques from the very beginning of our activity. We promote our continuous improvement process, based on self-evaluation and learning from our own and other people's experience.

In ENUSA we select and use the best tools so that the improvement projects not only achieve the desired results, but are achieved efficiently.

All processes, both administrative and productive, are permanently subject to improvement programs.

Today, part of our efforts are focused on optimizing fuel use. The margins with which the plants operate have decreased due to the growing need to extend the useful life of the fuel. ENUSA has contributed to make the Spanish nuclear power plants more competitive by achieving that the cost of the fuel per kWh produced is among the lowest in the world.

Certifications

• ISO 9001
• ISO 14001
• ENAC ISO 17025
• EMAS Validation
• CEFRI for action on French nuclear power plants
• Certificate of Conformity with the National Safety Scheme, Basic Category

At ENUSA we understand digital transformation as a business strategy that must start with a strategic vision of the business, i.e. digitalization should not be an end but a means to achieve our business objectives.

We want to transform the way we carry out our processes so that, by taking advantage of the possibilities offered by new digital technologies, we can provide more value to our customers and shareholders.

In 2017, Enusa began a reflection to preliminarily identify the challenges that the company needed to address in order to generate sustainable advantages that would guarantee its continuity; these challenges are:

1. 1. Generate value for customers.
   2. Streamlining our value chain.
   3. Make our organization and culture more flexible.

These challenges are deployed at four levels of progressive action, giving rise to the so-called Master Plan. The corresponding annual plans, with their associated specific projects, emanate from this general framework.

• Continuing to refine cybersecurity aspects.
• Optimize remote work systems (communications, connectivity, etc.).
• Configuration of the digital ecosystem of unique applications.
• Development of digital skills, both basic (Microsoft environment, Power Bi, Power Apps, etc.) and advanced (AI and data economics)
• Implementation of Digital Transformation projects, originating in the organizations themselves or in proposals from individuals.