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[en] Following ratification of the Paris Climate Agreement, the European Union reasserted its determination to 'de-carbonize' its energy mix by 2050. As various studies have shown, this entails increasing the share of electricity in final uses and removing carbon from the processes for generating electricity. To quantify the nuclear industry's potential contribution to the goal of a low-carbon economy, a study requested by FORATOM (presented in this article) has drafted three contrasting scenarios about the capacity for producing nuclear electricity in Europe. These scenarios for achieving 'decarbonization' are analyzed and assessed using several criteria. The nuclear industry thus turns out to be a big contributor to the energy transition; in particular. This study sheds light on the difficulties and extra costs that would result from a scenario with a low share of nuclear energy, in which the life span of existing nuclear power stations would not be prolonged. (authors)
[en] Several work sites where the first reactors of the third generation are being built have encountered major difficulties with several causes. This can, in large part, be set down to the absence, for twenty years now, of big programs of this sort in the United States and Europe. The costs of the first reactors of a new generation have ballooned. Thanks to accumulated feedback, this article shows how and why tomorrow's nuclear industry will be competitive, not only as it already is in Asia but also in other geographic zones. The range of economic results presented herein is coherent with public authorities' strategic analyses. The findings are: that a program for updating France's fleet of nuclear reactors is needed and should be started fast; that the closed cycle should be pursued; and that the first phase of the Cigeo Plan (for a nuclear waste repository) should be launched. (authors)
[en] This study is focused on integrating a strategic perspective for bottleneck selection and exploitation according to the DBR methodology. The researchers developed a systematic process of four steps for the implementation of the first two steps of TOC-DBR in Make-to-Order production systems. This process was derived from the seminal work from Goldratt, introduced key insights from Resource Based View (RBV) and Practice Based View (PBV) strategic perspectives and included original contributions from the authors in understanding what purpose should be fulfilled, what decisions should be made and how the four steps should be applied. Given the practical nature of the research project, action research (AR) is an appropriate methodological approach, since AR aims to contribute to academic research while helping solve real-world problems. Findings: The proposed systematic process has been successfully tested in the field on a Make To Order case company. Thus, it has been answered the research question regarding systematically selecting a bottleneck and exploiting it to enhance the competitive advantage/firm performance. In fact, the new way of selecting and exploiting its bottleneck improved the results of the company, in particular business turnover and profitability. Additionally, the research process complied with the necessary criteria to assure the research quality required for AR. Originality/value: The key contributions within the systematic process (on Make-to-Order companies) are two: (1) the criteria to select the bottleneck, far beyond a load versus capacity perspective (i.e., providing a strategic perspective that was inspired by the main concepts from the Resource Based View regarding the contribution of strategic resources to sustain competitive position) and (2) the detailed discussion on how to exploit the bottleneck, which was aligned with the Practice Based View and recognised that practices could also provide superior performance to organisations.
Energy efficiency as a response to the economic crisis - Energy efficiency at the heart of industrial recovery? Each application has its solution. Sodeleg valorises its smoke releases in its process. Daudruy feeds the Dunkirk heat network. Arts Energy saves precious kilowatt-hours. A third of electricity saved in ten years in a AkzoNobel factory. Inveest: a training to fund energy efficiency
[en] After the Covid-19 crisis which resulted in an economic crisis, notably in the industrial sector, this set articles highlights efforts made by this sector in order to optimise energy efficiency, as wells as actions which are still to be undertaken. Among them and as discussed in an article, the valorisation of waste heat requires preliminary studies to define the most technically and economically relevant solution. Various solutions are overviewed which depend on the industrial application (heat recovery and valorisation in a process, or heat network supply). Within this context, the ISO 50001 certification and its continuous improvement are key issues for industrials who want to improve their actions. An article however outlines that the high level of necessary investments could be a break for development. Thus, an article outlines the need to train all actors of the investment chain about the stakes of energy efficiency (example of the Inveest programme)
[en] lt was by way of energy (mainly coal at the time) that the countries of Europe laid the foundations for their union in the 1950's (the Treaty of the European Coal and Steel Community, signed in 1951). Though that community ended in 2002 (integrated into the Union), questions of energy have nonetheless remained crucial on the European Union's political agenda. They have loomed even larger in the context of the battle against climate change, as the EU occupies a special place in the world with ambitious objectives in terms of transition to carbon neutrality. What are the issues for the European Union in this energy transition? And what measures have been put in place to achieve it? What might be in a European Green Deal of the kind that the EU Commission which took office at the end of 2019 has raised? As part of this second instalment in the series Futuribles is devoting to climate and energy questions, Thomas Pellerin-Carlin lays out the present realities and objectives of this 'Energy Europe'. (author)
[en] Protection of the environment, including climate action, is one of the objectives of the European Union. EU has been exercising leadership in addressing climate change with continued policies since 1990s. Recently, climate action extended to EU policies other than climate change mitigation and adaptation. EU claimed it mainstreaming of climate action. The concept of mainstreaming was originally proposed in the context of EU budget, namely its Multiannual Financial Framework (MFF). Current MFF2014-2020 aimed at allocating at least 20% of the budget to climate related activities and the target is within the reach. EU is also developing a system for sustainable finance and reached an agreement on regulation on taxonomy, a classification system of economic activities which can be considered 'sustainable'. European Green Deal, proposed by new European Commission under Urusla Von der Leyen, is also in line with this policy trend. It contains a category of policy measures entitled 'mainstreaming sustainability in all EU policies' and budget and sustainable finance fall into this category. Accompanied Sustainable Europe Investment Plan, or European Green Deal Investment Plan, includes a proposal to establish a Just Transition Fund to support the territories most affected by the transition towards climate neutrality, which is also beyond traditional climate action. (author)
[en] PGE EJ 1 role / upcoming changes - Current focus: Completing the site investigations and environmental surveys in the potential locations for constructing the NPP; Development of the EIA and site evaluationreportson the basis of the conducted studies. The Polish Nuclear Power Program is under amendment. Planned changes include new ownership structure of PGE EJ 1: will be acquired by the State Treasury in 100%; will be owned by the State Treasury in at least 51% after the choice of strategic investor. Evolution towards nuclearisation of human resources - Current focus: Strong internal competencies to realise the activities in the current phase Trainings with strong focus on Polish Nuclear Power Programme related issues Implementation of HR mechanisms according to the current phase Continuous improvement based on the quality&process management mechanisms Evolution towards full compliance with the IAEA standards (including SAT). Selected elements of the Culture of Safety Plan are implemented and described in the IMS documentation: 1. Policies - Leadership and Management for Safety Policy, Security Policy, Quality Policy. 2. Processes, e.g. - OHS Management and Fire Protection, Security Management, Environmental Management. 3. Mechanisms embedded in other processes, e.g.: - Safety Team, SafetyMeetings, management of knowledge, trainings.