ABSTRACT
ABSTRACT: The Nuclear Emergency (NE) influence domain spreads over a large number of systems of different nature. Nuclear Emergency Plans (NEPs) are usually designed using a top-down approach, establishing a hierarchy working as a command chain. Although this provides advantages in terms of control, it might not be flexible enough to face unpredicted emergent behaviours due to complex interactions among the systems involved. Using a real case study, this work models the organisational framework defined in a NEP and analyses its command chain communication network structure. This study will facilitate the assessment of key indicators to improve the NEP: resilience, adaptability and responsiveness.
