DOCSLIB.ORG

The Decline of Civil Nuclear Power Programs

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The Decline of Civil Nuclear Power Programs The decline of civil nuclear power programs: Why state-owned enterprises hold the key to success in the Post-Fukushima Era. John Lambert A thesis submitted in partial fulfillment of the requirements for the degree of Master of Arts in International Studies University of Washington 2021 Committee: Christopher Jones Halvor Undem 2021 Program Authorized to Offer Degree: Henry M. Jackson School of International Studies ©Copyright 2021 John Lambert ii | Page University of Washington Abstract The decline of civil nuclear power programs: Why state-owned enterprises hold the key to success in Post-Fukushima Era. John Lambert Chair of the Supervisory Committee: Christopher Jones Department of International Studies Civil nuclear power is declining in Canada, Germany, Japan, the United Kingdom, and the United States, and rapidly expanding in China, France, India, Russia, and South Korea. The disaster at the Fukushima-Daiichi nuclear power plant changed the future of nuclear power. For some states that means drastic shifts away from nuclear, and for others it means that the future of nuclear just became more difficult and expensive. This paper seeks to examine the role that state-owned enterprises play in advancing nuclear programs, and the difficulties that states without state-owned enterprises will face in this new future. A state-owned enterprise is a corporation that conducts the business of the state, and is either wholly owned by the government, or controlled by a government ownership of majority shares in a private corporation. (e.g., Amtrak, Freddie Mac, etc.) I posit that the presence of state-owned enterprises, or a government’s controlling interest in a private nuclear energy corporation, enables governments to advance their state’s civil nuclear power programs. This will be analyzed by examining nuclear power plant construction times, and completion rates for states that operate nuclear state-owned enterprises against those of private corporations. The results show that states operating state-owned enterprises have higher completion rates and quicker completion times. iii | Page Table of Contents Introduction Hypothesis ................................................................................................................................................ 4 Chapter 1 The path to civil nuclear power ............................................................................................................... 8 Chapter 2 The role of State-owned enterprises in nuclear industry ..................................................................... 15 Chapter 3 Case Studies—Analysis of ten civil nuclear power states United States....................................................................................................................................... 35 Russian Federation/Soviet Union ....................................................................................................... 55 Canada ................................................................................................................................................ 68 United Kingdom .................................................................................................................................. 81 France ................................................................................................................................................. 93 Germany ........................................................................................................................................... 105 China ................................................................................................................................................. 117 Japan ................................................................................................................................................. 137 South Korea....................................................................................................................................... 150 India .................................................................................................................................................. 156 Chapter 4 - Conclusion Findings ................................................................................................................................................. 163 Appendices ...................................................................................................................................... 172-185 iv | Page Introduction Three Mile Island. Chernobyl. Fukushima. No matter which generation you grew up in, one of these three names has become synonymous with civil nuclear power1. For Baby Boomers it is Three Mile Island, for GenXers it is Chernobyl, and for Millennials it is Fukushima. These three events have shaped nations’ energy policies, as well as the world nuclear energy industry. The long-standing effects of the Three Mile Island accident of 1979 can be seen in the United States’ de jure and de facto moratorium on building new nuclear power plants. The effects of the 1986 Chernobyl accident can be readily seen in the strong anti-nuclear movements present in Germany and western Europe. On March 11, 2011, disaster struck at the Fukushima civil nuclear power plant. In 2021, the effects of the Fukushima disaster are still being felt around the world. Anti- nuclear sentiment heightened once again. Legislation has been passed, tighter regulations imposed, and in some cases, drastic shifts in energy policy have been made. The Japanese government responded to Fukushima by shutting down fifty-four nuclear reactors. 2 Anti-nuclear movements, capitalizing on the media attention, organized massive political protests in cities across the country. Sixty-thousand citizens took to the streets of Tokyo to march against civil nuclear power plants.3 German citizens organized and formed a forty-five-kilometer human chain of 60,000 anti-nuclear protesters stretching between the Stuttgart and Neckarwestheim nuclear power plants.4 States, politicians, and corporations attempted to distance themselves 1 Note: To draw a distinction between nuclear power programs and nuclear weapons programs, this paper will use the terms ‘civil nuclear power’ or ‘nuclear energy’ to refer to electrical power generated from nuclear fission—with one exception. ‘Nuclear power plant’, being the accepted industry nomenclature for nuclear plants, will continue to be used. ‘Nuclear power’ will refer to a nuclear weapons program, and ‘nuclear state’ will refer to states with ‘civil nuclear power plants’. 2 Martin Fackler, “Japan’s Nuclear Energy Industry Nears Shutdown, at Least for Now”, New York Times, March 8, 2012, https://www.nytimes.com/2012/03/09/world/asia/japan-shutting-down-its-nuclear-power-industry.html 3"Sayonara, nukes, but not yet; An anti-nuclear protest in Japan." The Economist, September 24, 2011, 52(US). https://www.economist.com/asia/2011/09/24/sayonara-nukes-but-not-yet 4 “Thousands protest against Germany's nuclear plants”, BBC News, Mar 12, 2011, https://www.bbc.com/news/world-europe-12724981 1 | Page from nuclear energy to avoid the bad press or a stroke of financial misfortune. Civil nuclear power projects that were once in discussion have now been put aside. Even large engineering corporations preemptively exited the nuclear industry—thinking they had seen the writing on the wall. Germany’s largest nuclear engineering company, Siemens, left the nuclear industry following the events of Fukushima.5 Japan and Germany were not alone in their strong reactions to the events of Fukushima. South Korea’s then-President elect Moon Jae-in stated that the events of Fukushima would lead South Korea to shift its energy policy and begin phasing-out nuclear power plants.6 Western European states that had previously committed to distant benchmarks for civil nuclear power phase-outs, reaffirmed their stance or had advanced the phase-out timelines following Fukushima. Germany’s Chancellor, Angela Merkel, shifted from a pro-nuclear stance to an anti- nuclear stance immediately following the events of Fukushima.7 This took the phase-out deadline for civil nuclear plants from 2036 (for plants that had come online after 1980) to the originally proposed 2022 from the Red-Green phaseout law.8 Based on reactions to the events of Three Mile Island and Chernobyl, a similar reaction towards the events of Fukushima would be expected from states operating civil nuclear power plants. More states would follow in Germany and Japan’s footsteps—holding massive anti- nuclear protests, calling for a nuclear moratorium, or an immediate and complete phase out 5“Siemens to Exit Nuclear Energy Business”, Der Spiegel, September 19, 2011, https://www.spiegel.de/international/business/response-to-fukushima-siemens-to-exit-nuclear-energy-business- a-787020.html. 6 Christine Kim, “South Korea's president says will continue phasing out nuclear power”, Reuters, October 21, 2017, https://www.reuters.com/article/us-southkorea-nuclear-moon/south-koreas-president-says-will-continue- phasing-out-nuclear-power-idUSKBN1CR04U. Chloe Sang-Hun, “South Korea Will Resume Reactor Work, Defying Nuclear Opponents”, New York Times, October 20, 2017, https://www.nytimes.com/2017/10/20/world/asia/south-korea-nuclear-plants.html. 7 “Merkel Gambles Credibility with Nuclear U-Turn”, Der Spiegel, March 21, 2011, Der Spiegel, https://www.spiegel.de/international/germany/out-of-control-merkel-gambles-credibility-with-nuclear-u-turn-a- 752163.html. 8 Craig Morris, and
Load more

Recommended publications
  • French Nuclear Company Orano Upgraded to 'BB+' on Improved Liquidity and Capital Structure; Outlook Stable
    Research Update: French Nuclear Company Orano Upgraded To 'BB+' On Improved Liquidity And Capital Structure; Outlook Stable Primary Credit Analyst: Christophe Boulier, Paris (39) 02-72111-226; [email protected] Secondary Contact: Andrey Nikolaev, CFA, Paris (33) 1-4420-7329; [email protected] Table Of Contents Overview Rating Action Rationale Outlook Ratings Score Snapshot Issue Ratings--Recovery Analysis Related Criteria Ratings List WWW.STANDARDANDPOORS.COM/RATINGSDIRECT APRIL 5, 2018 1 Research Update: French Nuclear Company Orano Upgraded To 'BB+' On Improved Liquidity And Capital Structure; Outlook Stable Overview • Orano has reported EBITDA of close to €1 billion for 2017, despite challenging industry conditions, and its recent restructuring and capital increases have improved its liquidity and capital structure. • We think Orano will continue to focus on cost-cutting and generate moderately positive free operating cash flow, enabling it to reduce net debt in 2018-2020. • Consequently, we are upgrading Orano to 'BB+' from 'BB'. • The stable outlook reflects our view that Orano will be able to reduce adjusted debt to EBITDA to below 5.5x in 2019-2020 despite challenging industry conditions, supported by its sizeable, long-term order backlog. Rating Action On April 5, 2018, S&P Global Ratings raised its long-term issuer credit rating on France-based nuclear services group Orano to 'BB+' from 'BB'. The outlook is stable. We also raised our ratings on Orano's senior unsecured bonds to 'BB+' from 'BB'. Although we expect substantial recovery (70%-90%; rounded estimate 85%) on the bonds in the event of a default, the recovery rating is capped at '3' due to the bonds' unsecured nature and issuance by a company rated in the 'BB' category.
    [Show full text]
  • Let's Free the Energy
    UTC’S 40th AnniVersARY Anne LAUVerGeon LABORAtoire lec Innovating A new look Tomorrow’s innovation at innovation all-electric cars conference Page 2 Page 13 Page 18 DECEMBER 2013 ### N° 25 Interactions is available in English on http://interactions.utc.fr 43 64 49 59 63 FROM THE PRESIDENT’S DESK 48 50 Let’s free Mechatronics 42 51 12 Integrating and sharing RENs in the building sector the energy 68 10 67 52 11 in the complex French HE Design and validation tools and methodology Functional, smart materials and Research system 45 with new performance ratings Innovation is one of the properties that derive from a complex Complex system and 70 72 44 systems of system engineering Eco-design 35 system, provided that the intrinsic complexity is not simplified Robotics 30 by amputating several features that are more than necessary to 6 58 Technologies for recycling and value Nuclear power adding to rare materials 53 preserve its basic creativity, viz., 27 production 60 38 • Pluri-cultural, since single-track minds are not conducive to 66 Bio-borne 33 62 71 36 21 systems new ideas and tend to run, • Smart metering Pluri-disciplinary, and even trans-disciplinary, inasmuch as 8 32 Nano-electronics innovation often takes place at the frontiers between scientific specialities and where social science have a major role to play 14 Objects Nano-materials when it comes to better understanding transverse issues with 61 communicating 31 Membrane separation 57 processes 39 high strong societal connotation and challenges, Real-time monitoring 41 • Multiple-partnerships,
    [Show full text]
  • Nuclear France Abroad History, Status and Prospects of French Nuclear Activities in Foreign Countries
    Mycle Schneider Consulting Independent Analysis on Energy and Nuclear Policy 45, allée des deux cèdres Tél: 01 69 83 23 79 91210 Draveil (Paris) Fax: 01 69 40 98 75 France e-mail: [email protected] Nuclear France Abroad History, Status and Prospects of French Nuclear Activities in Foreign Countries Mycle Schneider International Consultant on Energy and Nuclear Policy Paris, May 2009 This research was carried out with the support of The Centre for International Governance Innovation (CIGI) in Waterloo, Ontario, Canada (www.cigionline.org) V5 About the Author Mycle Schneider works as independent international energy nuclear policy consultant. Between 1983 and April 2003 Mycle Schneider was executive director of the energy information service WISE-Paris. Since 2000 he has been an advisor to the German Ministry for the Environment, Nature Conservation and Reactor Safety. Since 2004 he has also been in charge of the Environment and Energy Strategies Lecture of the International Master of Science for Project Management for Environmental and Energy Engineering at the French Ecole des Mines in Nantes, France. In 2007 he was appointed as a member of the International Panel on Fissile Materials (IPFM), based at Princeton University, USA (www.fissilematerials.org). In 2006-2007 Mycle Schneider was part of a consultants’ consortium that assessed nuclear decommissioning and waste management funding issues on behalf of the European Commission. In 2005 he was appointed as nuclear security specialist to advise the UK Committee on Radioactive Waste Management (CoRWM). Mycle Schneider has given evidence and held briefings at Parliaments in Australia, Belgium, France, Germany, Japan, South Korea, Switzerland, UK and at the European Parliament.
    [Show full text]
  • Press Kit Inauguration of the Conversion Orano Tricastin BP 16 26 701 Pierrelatte Plant 10 September 2018
    Press kit Inauguration of the conversion Orano Tricastin BP 16 26 701 Pierrelatte plant 10 September 2018 Contacts Presse Nathalie Bonnefoy +33 (0)6 23 17 24 24 [email protected] Gilles Crest +33 (0)6 71 08 11 54 [email protected] www.orano.group Oranogroup EDITORIAL The plant we are opening today is a major industrial investment for Orano, for the French nuclear industry and for the industry of our country. ith the Georges Besse II enrichment plant on the same site, it is probably the largest industrial investment made in France in recent years. The Comurhex W II project was launched to give France an industrial facility offering cutting- edge safety, security, and environmental and industrial performance. A facility that gives us a global competitive advantage and guarantees an uninterrupted electricity supply for our markets. A tool integrating technological innovations in terms of safety, environment, and improvement of industrial performance: recycling of chemical reagents, reduction by 90% of water consumption, automated control-command system to improve the process control. It is an exceptional project that has required the best of our expertise from the teams of Orano Chemistry and Enrichment as well as Orano Projets, and throughout our group alongside our industrial partners. The project successfully completed at the same time as our group was reinventing itself to create a new flagship technology business to give nuclear materials all their value. While an important debate is taking place on France's multi-year energy program, the investment we have made in the Tricastin site and its plants shows the confidence we have in the future of nuclear energy.
    [Show full text]
  • Nuclear Disaster EPR ENGLISH
    Energy Watch Group c/o DWR eco GmbH Albrechtstr. 22 10117 Berlin +49 (30) 609898810 [email protected] www.energywatchgroup.org March 2018 The disaster of the European nuclear industry By Hans-Josef Fell and Eva Stegen The "European Pressurized Reactor (EPR)", once proclaimed to be a new impetus for the nuclear renaissance, turned out to be a disaster, characterized by safety deficiencies and cost explosions. The EPR construction sites in Flamanville, Olkiluoto and Hinkley Point C have already proved to be total failures even before their completion. Years of delays in commissioninG, serious safety deficiencies and skyrocketing construction costs characterize the projects. The further construction of these reactors could be secured only by means of multi-billion Euro state rescue packaGes. The EPR is a clear example of the failed nuclear industry, which causes extreme costs and is thus incapable of competinG with renewable enerGy. The current push for the development of a European fourth generation nuclear reactor will be a similar disaster to EPR’s and should therefore be stopped as soon as possible. This synopsis summarizes arguments, why a further expansion of nuclear enerGy should be stopped in order to avoid continuous cost explosions and billions of Euros in public debt, especially in light of siGnificantly cheaper renewable energies. In 1992, Germany and France (Siemens and AREVA1) launched the design process of a so-called third generation of nuclear reactors. A novel type of pressurized water reactor (European Pressurized Reactor, EPR) was developed.2 The EPR was supposed to be inherently safe. In 2006, the French nuclear reactor builder AREVA predicted a worldwide nuclear renaissance in which AREVA would sell around 200 EPRs.3 To date, however, the history of the EPR is nothing more than a story of unfinished pilot projects that are still failing to deliver electricity even a decade after construction began, tremendous cost overruns, court cases over electricity contracts that were not fulfilled, and unsolvable technical problems.
    [Show full text]
  • Taking Into Account Iter Project
    FRANCE ENERGY PUBLIC R&D STATISTICS : TAKING INTO ACCOUNT ITER PROJECT Sous-Direction des Statistiques de l’Énergie Service des Données et Études Statistiques Commissariat Général au Développement Durable Sous-direction des Statistiques de l’Énergie / SDES / CGDD 1 20/05/2021 France RD&D public spending on energy methodology • France RD&D public spending is measured from a funder perspective. The data are derived from the budget of 14 public structures • Local authorities expenditure is excluded due to the lack of an information system, same as stated owned enterprises in the energy sector (Electricité de France (EDF), Réseau de Transport d’Électricité (RTE) and Orano) because of the business secrecy rules applicable in France. • In 2019, French public spending on energy R&D amounted to €1,163 million Euros (nuclear power represented 2/3). • Data are published on the website of the statistical service of the Ministry of Ecological Transition • https://www.statistiques.developpement-durable.gouv.fr/les-depenses-publiques-de-retd- en-energie-en-2019-hausse-des-financements-alloues-au-nucleaire? Sous-direction des Statistiques de l’Énergie / SDES / CGDD 2 20/05/2021 Impact of adding Iter project data since 2006 • In 2019, for 2018 data, we improved our methodology by collecting data on International Thermonuclear Experimental Reactor (Iter) project : a civil nuclear fusion research reactor in Cadarache (south of France). • We take into account direct expenditure of France through the French Alternative Energies and Atomic Energy Commission (CEA). • The CEA has provided us data since 2006. So we could revise total data from 2007 to 2017 (see next slide) • In 2019, the ITER project represented 150 Million Euros, about 13 % of total French energy R&D expenditure (105 M€ in 2017 and 133 M€ in 2018) • Indirect funding related to the ITER project, via Euratom, is excluded from our submission to IEA.
    [Show full text]
  • Condensed Half-Yearly Consolidated Financial Statements Orano June
    Condensed Half-yearly Consolidated Financial Statements Orano June 30, 2020 Half-yearly financial statements Orano June 2020 1 CONSOLIDATED STATEMENT OF INCOME Note H1 2020 H1 2019 (in millions of euros) Revenue 1,782 1,654 Cost of sales (1,571) (1,335) Gross margin 211 318 Research and development expense (51) (47) Marketing and sales expense (17) (18) General expense 4 (52) (52) Other operating income 4 97 14 Other operating expense 4 (30) (37) Operating income 158 179 Share in net income of joint ventures and associates 12 5 7 Operating income after share in net income of joint 163 186 ventures and associates Financial income from cash and cash equivalents 11 11 Financial interest on debt (81) (128) Cost of net debt (70) (117) Other financial income 266 549 Other financial expense (542) (317) Other financial income and expense 6 (276) 232 Net financial income (expense) (346) 115 Income tax 7 (15) (24) Net income from continuing operations (198) 277 Net income for the period (198) 277 Net income attributable to owners of the parent (212) 259 Net income attributable to non-controlling interests 14 18 Half-yearly financial statements Orano June 2020 2 CONSOLIDATED COMPREHENSIVE INCOME H1 2020 H1 2019 (in millions of euros) Net income (198) 277 Items not recyclable to the statement of income 16 (63) Actuarial gains and losses on employee benefits 16 (60) Income tax related to non-recyclable items (1) 0 Share in other non-recyclable items from joint ventures and 1 (3) associates, net of tax Items recyclable to the statement of income (30)
    [Show full text]
  • CONSOLIDATED FINANCIAL STATEMENTS Orano December 31
    CONSOLIDATED FINANCIAL STATEMENTS Orano December 31, 2019 Consolidated statement of income December December (in millions of euros) Note 31, 2018 31, 2019 (*) (**) REVENUE 3,787 3,623 Cost of sales (2,991) (3,007) GROSS MARGIN 796 617 Research and development expenses (101) (97) Marketing and sales expenses (39) (38) General expenses (112) (103) Other operating income 5 107 344 Other operating expenses 5 (183) (206) OPERATING INCOME 468 517 Share in net income of joint ventures and associates 14 (19) (10) Operating income after share in net income of joint ventures and 449 506 associates Income from cash and cash equivalents 24 24 Gross borrowing costs (222) (176) Net borrowing costs 7 (198) (152) Other financial income 865 191 Other financial expenses (627) (1,017) Other financial income and expenses 7 238 (826) NET FINANCIAL INCOME 40 (978) Income tax 8 (36) (70) NET INCOME FOR THE PERIOD 452 (542) NET INCOME ATTRIBUTABLE TO OWNERS OF THE PARENT 408 (544) NET INCOME ATTRIBUTABLE TO NON-CONTROLLING 44 2 INTERESTS (*) Application of IFRS 16 as of January 1, 2019 (see Note 1.3.1). (**) The comparative figures as of December 31, 2018 have been restated to take into account the change in the presentation of end-of-lifecycle operations (see Notes 1.3.1 and 36). Orano consolidated financial statements December 31, 2019 2 Comprehensive income December December (in millions of euros) Note 31, 2019 31, 2018 (*) Net income 452 (542) Other items not recyclable to the statement of income (57) 26 Actuarial gains and losses on employee benefits (54)
    [Show full text]
  • Rapport D'activité 2019 – 2020 De L'ape
    48 Rapport d’activité 2019 – 2020 de l’APE ÉNERGIE Énergie 49 Les prix constatés sur le marché de l’électricité ont significativement baissé dans toute l’Europe en 2019. En France, le prix s’est ainsi établi à 39,45 €/MWh en moyenne sur l’année 2019 contre 50,20 €/MWh en 2018, au plus bas depuis 2016. Cette baisse traduit notamment le recul important des cours des combustibles (charbon et surtout gaz) mais également des températures plus douces en France. Cette situation a affecté les principales entreprises du secteur. Les prix européens de l’électricité demeurent par ailleurs extrêmement volatils comme constaté récemment lors de la crise sanitaire. En France, la Programmation pluriannuelle Par ailleurs, pour mettre pleinement en de l’énergie (PPE) a été adoptée par décret œuvre les orientations définies par la en avril 2020 après avoir été soumise à une PPE et dans le cadre de ces discussions dernière consultation publique début 2020. avec la Commission européenne, le Elle prévoit de rééquilibrer progressivement Gouvernement a demandé à la direction le mix électrique de la France entre le d’EDF de proposer les évolutions du nucléaire et les énergies renouvelables groupe qui permettent de faire face aux et de poursuivre la décarbonation des défis d’investissements massifs auxquels autres secteurs de l’économie (chauffage, l’entreprise est confrontée dans le transport, industrie…). Dans ce cadre, le nucléaire, les énergies renouvelables, les Gouvernement a défini une programmation services énergétiques et les réseaux. Ces crédible, réaliste et soutenable pour propositions, qui devront en tout état de les entreprises de la filière (EDF, Orano, cause préserver l’intégrité du groupe, sont Framatome) de réduction de la part du également en cours de discussion avec la nucléaire dans la production d’électricité, Commission européenne.
    [Show full text]
  • 2018 Management Report and Annual Consolidated Financial Statements
    2018 MANAGEMENT REPORT AND ANNUAL CONSOLIDATED FINANCIAL STATEMENTS CONTENTS 01 MANAGEMENT REPORT 1 ENGIE 2018 RESULTS .......................................................................................................................................... 6 2 REPORTABLE SEGMENT BUSINESS TRENDS ............................................................................................ 12 3 OTHER INCOME STATEMENT ITEMS ............................................................................................................. 19 4 CHANGES IN NET DEBT .................................................................................................................................... 21 5 OTHER ITEMS IN THE STATEMENT OF FINANCIAL POSITION ................................................................ 25 6 PARENT COMPANY FINANCIAL STATEMENTS ........................................................................................... 26 02 CONSOLIDATED FINANCIAL STATEMENTS INCOME STATEMENT ...................................................................................................................................................... 30 STATEMENT OF COMPREHENSIVE INCOME ............................................................................................................. 31 STATEMENT OF FINANCIAL POSITION ........................................................................................................................ 32 STATEMENT OF CHANGES IN EQUITY .......................................................................................................................
    [Show full text]
  • Securing Complex Projects of Waste Management with Customized And
    Orano transforms nuclear materials so that they can be used to sup- port the development of society, first and foremost in the field of energy. The group offers products and services with high added value throughout the en- tire nuclear fuel cycle, from raw materials to waste treatment. Its activities, from mining to dismantling, as well as in conversion, enrichment, recycling, lo- gistics and engineering, contribute to the production of low carbon electricity. Orano and its 16,000 employees bring to bear their expertise and their maste- ry of cutting-edge technology, as well as their permanent search for innovation and unwavering dedication to safety, to serve their customers in France and abroad. Orano, giving nuclear its full value. Let’s talk more about it; join us on Securing complex projects Securing complex projects of waste management of waste management with with customized and customized and proven solutions proven solutionsBusiness corporation with a Board Directors. Capital of 118,868,750 euros Registered company no.: 330 956 871 – Nanterre Head Office: 125 avenue de Paris - 92320 Châtillon - France Tel: +33 (0)1 34 96 00 00 - Fax: +33 (0)1 34 96 00 01 Energy is our future. Don’t waste it! Your partner for complex waste management projects ✔ Compliance with Waste Acceptance Criteria ✔ Footprint, cost and risks reduction ✔ Solution’s Robustness on the very long term ✔ Comprehensive safety ✔ Operation and Planning Excellence ✔ Efficient Waste management strategy Whatever the waste’s nature and the project’s com- plexity, nuclear operators aim at securing manage- Securing ment of waste inventories while minimizing risks & volumes to benefit industrial assets.
    [Show full text]
  • Alstom: Et Soudain Siemens Vint / 27 Avril 2014 | Par Martine Orange À La
    Alstom: et soudain Siemens vint / 27 avril 2014 | Par martine orange À la dernière minute, l’allemand Siemens a fait une proposition pour contrer l’offre de l'américain General Electric sur Alstom. C'est un vrai soulagement pour le gouvernement français, tétanisé par la succession de faillites industrielles. Déjà, on parle d’un Airbus de l’énergie et d’un Airbus des transports. Cette perspective de sortie honorable ne peut masquer des faiblesses réelles. Retour sur vingt ans de liquidation industrielle. C’est le plan B sur lequel ne comptait plus le gouvernement. À quelques heures d’un conseil d’administration qui devait entériner la cession de la branche énergie d’Alstom à son concurrent américain, General Electric (GE), pour quelque 12,7 milliards de dollars (autour de 10 milliards d’euros), le concurrent allemand Siemens a fait une contre-proposition. Selon Le Figaro – informations qui nous ont été confirmées –, le groupe allemand a proposé d'ouvrir des négociations en vue de procéder à des échanges d'actifs entre les deux groupes. Il reprendrait les activités d’énergie d’Alstom : turbines, centrales à charbon et au gaz, hydro-électricité, énergies renouvelables, réseaux. La branche représente environ 70 % du groupe et est convoitée aussi par GE. En contrepartie, Siemens apporterait à Alstom une partie de son activité ferroviaire, afin de conforter le dernier métier du groupe (TGV, trains, tramways, métro). Une soulte devrait être aussi versée à Alstom afin de compenser le déséquilibre dans les échanges d’actifs. La réaction rapide de Siemens face à la proposition de GE en dit long sur les enjeux qui entourent Alstom.
    [Show full text]