Rnpp najmul
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• Introduction • Present Condition of Bangladesh • Rooppur Nuclear Power Plant • RNPP at a Glance • Safety Standards for RNPP • A video clip on RNPP • Conclusion
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Rnpp najmul
- 1. Rooppur Nuclear Power Plant 1 Submitted by Md. Najmul Hosain MSc in NSE Student ID: 1016280017 11/26/2016 Presentation on Military Institute of Science and Technology (MIST)
- 2. Presentation Outline 2 • Introduction • Present Condition of Bangladesh • Rooppur Nuclear Power Plant • RNPP at a Glance • Safety Standards for RNPP • A video clip on RNPP • Conclusion 11/26/2016
- 3. Introduction 3 Main Plant Construction of Rooppur Nuclear Power Plant, Bangladesh going to Start 11/26/2016
- 5. Present Condition of Bangladesh 5 Source- official website of Bangladesh Power Development Board link - http://www.bpdb.gov.bd/ 11/26/2016
- 6. Present Condition of Bangladesh 611/26/2016
- 7. Present Condition of Bangladesh Source- Workshop on Energy Assessment and Pre-feasibility/feasibility Studies for Nuclear Power Program link - http://www.iaea.org/NuclearPower/Downloadable/Meetings/2014/2014-03-17-03-21- WSINIG/DAY1/COUNTRY/Bangladesh_Presentation_at_Korea_17-21_March_2014.pdf11/26/2016 7
- 8. So, what do we do? 8 Nuclear can be a solution. 11/26/2016
- 9. Ruppur Nuclear Power Plant In 1961, first proposed to build a nuclear power plant. Accordingly that year Govt. acquired 253.90 acre of land in Ruppur in Pabna district. In 1963, the plant was approved. 911/26/2016
- 10. Rooppur Nuclear Power Plant After the independence in 1974 Bangladesh Govt. started discussion with Russia, which was not successful. Finally, in February 2011, Bangladesh got an agreement with Russia to build RNPP. 1011/26/2016
- 11. Ruppur Nuclear Power Plant The inter-govt agreement (IGA) was officially signed on 2 November 2011. Prime Minister of Bangladesh ( Sheikh Hasina ) laying the foundation stone of Bangladesh’s first nuclear power plant on 2 October 2013. 1111/26/2016
- 12. RNPP at a Glance Capacity : 2400MW with two units of 1200 MW each. Technology: VVER-1200 ( Water- Water Energetic Reactor), Russian. Generation of Reactor: GEN-III+ Fuel: 235 Uranium Dioxide. 1211/26/2016
- 13. RNPP at a Glance Construction by: State Atomic Energy Corporation, Rosatom, Russia. Cost of the Project: $12.65 billion Russia: $11.385 (90%) BD : $1.265 (10%) Opening: Targeted Launch of 1st unit in year 2022 and 2nd in year 2023. Longevity: 60 years and extend to another 20 years. 1311/26/2016
- 14. Safety Standards for RNPP Third-generation technology . Protected by Five layers of security. “Post-Fukushima” safety features( can work for 72 hrs in any critical or emergency Sit). Russia will take back the nuclear waste generated by the plant. 1411/26/2016
- 15. Rooppur Nuclear Power Plant Video Clips Video Clips 1511/26/2016
- 16. Conclution 16 Feasible if fulfilled all standards. Safety has to be the main concern than economic facts. Countries long term benefit has to be ensured in all contracts from all sides. A Bangladeshi nuclear specialist team has to be raised. 11/26/2016
Editor's Notes
- You may not want to discuss every point on this slide. The left hand column focuses on issues that students in a marketing class may find interesting. The right hand column may be more appropriate for an operations management class. For additional information see: Linton, Jonathan D., Robert Klassen, and Vaidyanathan Jayaraman. 2007. Sustainable supply chains: An introduction. Journal of Operations Management 25 (6):1075-1082. A discussion of the waste generated by packaging will be a good lead in to the video on the following slide. Note that a small change in Puma’s packaging resulted in significant savings.
- The discussion of the triple bottom line on this slide and the following two slides was taken from Carter, Craig R., and Dale S. Rogers. 2008. A framework of sustainable supply chain management: moving toward new theory. International Journal of Physical Distribution & Logistics Management 38 (5):360-387. A review of the above article is strongly recommended. The triple bottom line recognizes there are activities in which organizations may engage that not only have a positive effect on society and the environment, but also create long-term economic benefits and a ‘sustainable’ competitive advantage. However, it must be recognized that long-term sustainability requires long-term investment and a shift in how companies do business. Companies must look for those opportunities which improve the bottom line by improving environmental and social issues.
- The discussion of the triple bottom line on this slide and the following two slides was taken from Carter, Craig R., and Dale S. Rogers. 2008. A framework of sustainable supply chain management: moving toward new theory. International Journal of Physical Distribution & Logistics Management 38 (5):360-387. A review of the above article is strongly recommended. The triple bottom line recognizes there are activities in which organizations may engage that not only have a positive effect on society and the environment, but also create long-term economic benefits and a ‘sustainable’ competitive advantage. However, it must be recognized that long-term sustainability requires long-term investment and a shift in how companies do business. Companies must look for those opportunities which improve the bottom line by improving environmental and social issues.
- The discussion of the triple bottom line on this slide and the following two slides was taken from Carter, Craig R., and Dale S. Rogers. 2008. A framework of sustainable supply chain management: moving toward new theory. International Journal of Physical Distribution & Logistics Management 38 (5):360-387. A review of the above article is strongly recommended. The triple bottom line recognizes there are activities in which organizations may engage that not only have a positive effect on society and the environment, but also create long-term economic benefits and a ‘sustainable’ competitive advantage. However, it must be recognized that long-term sustainability requires long-term investment and a shift in how companies do business. Companies must look for those opportunities which improve the bottom line by improving environmental and social issues.
- Transparency and Risk Management: Sustainability must consider “biodiversity loss, climate change, freshwater scarcity, food insecurity, and population growth." p. 366 Being aware of the risks associated with the supply chain may lower risk of new regulation or harm to reputation. It may also enhance an organization’s ability to take advantage of opportunities. In addition, management of risk through contingency planning may make the supply chain more resilient. Transparency throughout the supply chain in regard to sustainability issues is necessary to appropriately manage risk. Organizations must make information available to stakeholders and ensure that there is knowledge of supplier operations. Strategy: Sustainability may not be a separate program from an organization’s overall corporate strategy. Treating it as a separate strategy results in less ‘buy in’ from the organization as a whole. Organizational Culture: The culture of the organization must change so that sustainability issues are considered in every decision. For example, purchasing managers must be encouraged to consider supplier sustainability in addition to supplier cost and service levels.
- Operational: (See: Tibben-Lembke, R. S., & Rogers, D. S. 2002. Differences between forward and reverse logistics in a retail environment. Supply Chain Management: An International Journal, 7(5), pp.271 - 282) Information not consistent—retailers do not send enough/correct information back to suppliers; most companies that are successful in forward supply chain processes typically are not designed to handle reverse product flow (lack of training/education); different products require different repairs, and forward supply chains cannot handle all these variations Roles—roles of manufacturers, distributors and retailers, and customers are evolving Manufacturer—pressure to adhere to legal standards and customer demands Distributors/retailers—online sales, generous return policies, free shipping, lack of human interface cause greater amounts of returned items Customers—more demanding and conditioned to easy return policies. Ryder System, a logistics and transportation provider, found that 75% of electronic devices were returned with no fault found Product: Quantity, quality/value, shortened product life cycle Quantity—% of products returned has been escalating; last year in retail industry, about $185B products are returned; quality/value—varies from defects/dysfunctional, damaged, to excellent condition; but still expect same level of quality in both new products and reconditioned products. Value of product—costs increase due to evaluation of product being subjective Shortened life cycle—quick returns before product becomes obsolete and can hurt company’s strategic and financial performance Financial: Costs—can cost up to 4-5 times more than forward SC and on average, about 12 times as many steps to process returns; U.S. companies alone can spend up to $100B per year. See: Blanchard, D. 2009. Moving Ahead by Mastering the Reverse Supply Chain. IndustryWeek: May 27. Technological—difficult to develop and obtain competent and well-suited technological system to fully support reverse SC operations; most technologies for reverse SC cannot be used interchangeably with forward SC