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Originally published in 1990. This book argues that a better understanding of the social impact of decommissioning - in areas such as jobs, waste, economics, opinion, law, public policy, land-use and legacies - is vital to the successful application of any technical solution. The issues raised are divided into three areas which deal with those problems that have already been recognized, the questions that decommissioning itself will raise and those that may result from likely future developments. The book aims to initiate a process of appraisal by examining several of the more obvious social ties to decommissioning.
Nuclear Decommissioning Case Studies: Safety, Environmental and Security Rules, Volume Four in Michele Laraia's series that presents a selection of global case studies on different aspects of Nuclear Decommissioning, focuses on the people side, including public perception, public relations and human factors. The book presents a selection of case studies on stakeholders, socioeconomics and more, providing readers with a guide on how to deal with common, often contentious, challenges. The events covered in this publication range from safety factors, stakeholder motivation and involvement and leadership adequacies. Decommissioning experts, including regulators, operators, waste managers, researchers and academics will find this book to be suitable supplementary material to Michele Laraia's reference works on the theory and applications of nuclear decommissioning. - Presents a selection of global case studies which focus on the people side of nuclear decommissioning, specifically public perception, stakeholder management and human factors - Highlights important sustainability and socioeconomic factors - Assists the reader in developing robust, people-related plans and strategies based on experience and lessons learned
Reviews the political and social context for nuclear power generation, the nuclear fuel cycles and their implications for the environment.
Nuclear Decommissioning Case Studies: Policies, Strategies, Planning and Knowledge Management focuses on policy, strategy, planning and knowledge management in nuclear decommissioning, offering readers guidance on events that occur in early stages of the lifecycle. The book helps readers plan in advance to avoid and reduce schedule delays and cost overruns to ensure a smooth, safe and successful decommissioning. Events covered in this book range from top-level conception, to strategy selection, the drafting of procedures, and the sharing of best practices. Alongside the other case study books in this series, readers will obtain an understanding of various key points and lessons learned. Decommissioning experts, including regulators, operators, waste managers, researchers and academics will find this book to be suitable supplementary material to Michele Laraia's reference works on the theory and applications of nuclear decommissioning. Presents a selection of global case studies that focus on the early stages of nuclear decommissioning Highlights the need to ensure sustainability plans are in place at the beginning of a nuclear project Informs decision-makers on selecting the best options Assists the reader in setting clear plans and strategies to avoid schedule delays and cost overruns
Nuclear Decommissioning Case Studies, Volume Three: The People Side presents a selection of global case studies on different aspects of Nuclear Decommissioning. This volume focuses on the people side of nuclear decommissioning, including stakeholder impacts, public relations and workforce factors. It presents a selection of case studies on stakeholders, socioeconomics and human factors, providing readers with a guide and information to deal with common, often contentious challenges. The events covered in this publication range from change management, stakeholder motivation, involvement and leadership adequacies. Decommissioning experts, including regulators, operators, waste managers, researchers and academics will find this book to be suitable supplementary material to Michele Laraia's reference works on the theory and applications of nuclear decommissioning. Alongside the case studies books in this series, readers will obtain an understanding of stakeholder, socioeconomic and people-related case studies, what happened, and what we can learn from them. - Presents a selection of global case studies that focus on the people side of nuclear decommissioning, specifically workforce and public impacts, stakeholder management and human factors - Highlights important sustainability and socioeconomic factors - Assists the reader in developing robust people-related plans and strategies based on experience and lessons learned
Following the acquisition of the atomic bomb by five states, the United Nations began drafting several treaties to limit nuclear proliferation. These efforts failed, as four more states also acquired nuclear weapons. In a similar vein, an attempt to limit atomic weapons - primarily within the two superpowers - was initiated. While the number of weapons has decreased, the new bombs now being manufactured are more powerful and more precise, negating any reduction in numbers. In the field of civil nuclear use, all nuclear facilities (reactors, factories, etc.) have a limited lifespan. Once a plant is permanently shut down, these facilities must be decommissioned and dismantled. These operations are difficult, time-consuming and costly. In addition, decommissioning generates large volumes of radioactive waste of various categories, including long-lived and high-activity waste. Risks to the environment and to health are not negligible during decommissioning. The International Atomic Energy Agency (IAEA) and the Nuclear Energy Agency (NEA) of the Organisation for Economic Co-operation and Development (OECD) have produced numerous publications with recommendations. Each state has its own decommissioning strategy (immediate or delayed) and final plan for the site - whether it be returning it to greenfield status or obtaining a nuclear site license with centuries-long monitoring.
Cost estimation for the decommissioning of nuclear facilities can vary considerably in format, content and practice both within and across countries. These differences may have legitimate reasons but make the process of reviewing estimates complicated and the estimates themselves difficult to defend. Hence, the joint initiative of the OECD Nuclear Energy Agency (NEA), the International Atomic Energy Agency (IAEA) and the European Commission (EC) was undertaken to propose a standard itemisation of decommissioning costs either directly for the production of cost estimates or for mapping estimates onto a standard, common structure for purposes of comparison. This report updates the earlier itemisation published in 1999 and takes into account experience accumulated thus far. The revised cost itemisation structure has sought to ensure that all costs within the planned scope of a decommissioning project may be reflected. The report also provides general guidance on developing a decommissioning cost estimate, including detailed advice on using the structure.
While the concept of social value is not new, recent interest in social value in construction has grown because of new social procurement legislation around the world and an increasing acceptance of the need to ensure construction projects provide social value, rather than simply economic value. Despite this growing recognition, literature and professional guidance on the subject is hard to find. This is the first book looking at social value in construction and it sets the agenda by asking and answering important questions like: How is the construction industry developing and supporting social enterprise and social value and for who? How and when is the industry recording and measuring social value and its effect? Which organisations are doing things well and what can we learn from their experiences? What can industry players do together to consolidate efforts and drive improvements? What are the key challenges in the field and what does the future look like? Drawing on a variety of professional and academic experiences and disciplines, the authors present global perspectives and lay the foundations for creating social value in the construction industry. This timely book makes use of real-life case studies and examples of best practice to demonstrate how innovative companies can utilise contemporary research to create social value through their projects. It is time the construction industry viewed community involvement and corporate social responsibility as an opportunity rather than a risk, and this is the book that shows the industry how. This is essential reading for all professionals in the construction, engineering, architecture and built environment sector. In particular, project managers, clients, contract managers, quantity surveyors, CSR and HR personnel will gain a lot from reading this book.
Describes the rationale and vision for the peaceful use of nuclear energy. The publication identifies the basic principles that nuclear energy systems must satisfy to fulfil their promise of meeting growing global energy demands.