The Almaraz and Trillo plants ended 2017 with excellent operating results. Both facilities have obtained their best records for collective doses, the lowest since they began commercial operations. In the case of Almaraz NPP, gross production of 16,986 million kWh was achieved which was the best annual result in its history, with the 500,000 million kWh production milestone reached on 3 April. In 2017, Trillo NPP also recorded its sixth best gross production year with 8,530 million kWh, in addition to accumulating 10 consecutive years without an automatic reactor shutdown.

Refuellings took place between 26 June and 29 July at Almaraz NPP Unit I, and between 5 May and 3 June at Trillo NPP, periods in which significant improvements were made with regard to technological updating and safety at both plants (all modifications derived from the Fukushima accident analyses have been completed). In relation to the management and storage of spent fuel at Almaraz NPP, the construction of the Independent Spent Fuel Storage Installation (ISFSI) as well as its interconnection with the Plant is almost completed, and at Trillo NPP, as a consequence of a change of container model, the activities required to adapt the facilities and the current ISFSI to the new ENUN 32P model have been completed, and trial runs required prior to container loading are in progress.

The CNAT Action Plan (2017-2021) has been consolidated as an essential instrument for continuous improvement. Since 2017, this strategic project has been promulgated with a renewed spirit, consolidating the objectives already achieved and setting additional goals: improvements to operational, cost and organisational efficiency, safety, training, communication and systems for reporting, monitoring and assigning responsibilities.

And to complete this summary, 2017 has seen the deployment of the new CNAT Leadership Model, in which the attributes necessary for effective management performance are specified as a means to unify and reinforce this model throughout the organisation. The CNAT Business Model has also been defined, oriented to ensuring fulfilment of its mission, through values shared by everyone working in and for CNAT and which are materialised in their day-to-day behaviour.

The shares of the companies that own the Almaraz and Trillo Nuclear Power Plants in terms of the installed capacity of the two plants are as follows:

The chart reflects the organisational structure of the A.I.E. Centrales Nucleares Almaraz-Trillo implemented on 1 January 2017.

The Mission of Almaraz-Trillo Nuclear Power Plants is to produce electricity in a manner which is safe, economic, respectful to the environment and guaranteeing longterm production by optimum operation of the Almaraz and Trillo plants.

Our Vision aims to position the Almaraz and Trillo Plants between the benchmark Plants for safety, quality and costs, by employing a management model in which the development and participation of people enable higher levels of safety, productivity and efficiency to be achieved.

To achieve this mission and move towards the goals established in the Vision, Almaraz-Trillo Nuclear Power Plants develop strategy around the following key elements: