Atmospheric modelling of tritium forms transport: review of capabilities and R&D needs for the assessment of fusion facilities environmental impact

One of the key scrutiny issues of new coming energy era would be the environmental impact of fusion facilities managing one kg of tritium. The potential change of committed dose regulatory limits together with the implementation of nuclear design principles (As Low as Reasonably achievable - ALARA -, Defense in Depth -D-i-D-) for fusion facilities could strongly impact on the cost of deployment of coming fusion technology. Accurate modeling of environmental tritium transport forms (HT, HTO) for the assessment of fusion facility dosimetric impact in Accidental case appears as of major interest. This paper considers different short-term releases of tritium forms (HT and HTO) to the atmosphere from a potential fusion reactor located in the Mediterranean Basin. This work models in detail the dispersion of tritium forms and dosimetric impact of selected environmental patterns both inland and in-sea using real topography and forecast meteorological data-fields (ECMWF/FLEXPART). We explore specific values of this ratio in different levels and we examine the influence of meteorological conditions in the HTO behavior for 24 hours. For this purpose we have used a tool which consists on a coupled Lagrangian ECMWF/FLEXPART model useful to follow real time releases of tritium at 10, 30 and 60 meters together with hourly observations of wind (and in some cases precipitations) to provide a short-range approximation of tritium cloud behavior. We have assessed inhalation doses. And also HTO/HT ratios in a representative set of cases during winter 2010 and spring 2011 for the 3 air levels.

Sport Center C.A.R.D., Las Rozas, Madrid (1987)

Sport Center C.A.R.D., Las Rozas, Madrid (1987)

Early termination of R&D projects

Early project termination is one of the most difficult decisions to be made by Research and Development managers. While there is the risk of terminating good projects, there is also the opposite risk of not terminating bad projects and overspend resources in unproductive research. Criteria used for identifying these projects are common subject of research in Business Administration. In addition, companies might take important lessons from its interrupted projects that could improve their overall portfolio technical and commercial success. Finally, the set and weight of criteria, as well as the procedures companies use for achieve learning from cancelled projects may vary depending on the project type. This research intends to contribute to the understanding of policies applied to projects that were once considered attractive, but by some reason is not appreciated anymore. The research addressed the question: How companies deal with projects that become unattractive? More specifically, this research tried to answer the following questions: (1) Are projects killed or (otherwise) they die naturally by lack of resources? (2) What criteria are used to terminate projects during development? (3) How companies learn from the terminated projects to improve the overall portfolio performance? (4) Are the criteria and learning procedures different for different types of projects? In order to answer these questions, we performed a multiple case study with four companies that are reference in business administration and innovation: (1) Oxiteno, considered the base case, (2) Natura, the literal replication, (3) Mahle and (4) AES, the theoretical replications. The case studies were performed using a semi-structured protocol for interviews, which were recorded and analyzed for comparison. We found that the criteria companies use for selecting projects for termination are very similar to those anticipated by the literature, except for a criteria related to compliance. We have evidences to confirm that the set of criteria is not altered when dealing with different project types, however the weight they are applied indeed varies. We also found that learning with cancelled projects is yet very incipient, with very few structured formal procedures being described for capturing learning with early-terminated projects. However, we could observe that these procedures are more common when dealing with projects labeled as innovative, risky, big and costly, while those smaller and cheaper derivative projects aren\'t subject of a complete investigation on the learning they brought to the company. For these, the most common learning route is the informal, where the project team learns and passes the knowledge though interpersonal information exchange. We explain that as a matter of cost versus benefit of spending time to deeply investigate projects with little potential to bring new knowledge to the project team and the organization

Play the game or get played? Researchers’ strategies around R&D policies

This chapter focuses on possible effects of current R&D policies in the scientific work, exploring some of the dilemmas they cause to researchers. In a transnational scale, R&D policies embrace performance-based research funding systems, calling for a growing accountability and a more useful and published research. Often justified by the importance of knowledge in public policies or as part of the new managerialism regime, these trends emphasize performativity on research. In this scenario, how researchers receive and interpret R&D policies is influenced according to their values and interests? Do they play the game or do they get played by it? These questions rely on a conceptual framework that conceives the research as a political scene, where researchers and R&D policies meet. Moreover, researchers’ strategies are perceived as political, considering that it is in the context of the practices that policy is interpreted and reinvented. The chapter presents an empirical study conducted in Portugal, which will be taken as an example of what Waitere et al (2011) already named as “choosing whether to resist or reinforce” R&D policies. In fact, the study revealed a strategic calculation made by researchers and the coexistence of convergent and divergent strategies concerning R&D policies. I will argue that the tensions in this strategic game are both a reflex and generator of the dilemmas of scientific work today and a sign of the complexity of public policies.