• 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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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
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
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
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