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Light Water Reactors (LWR), which represent the most common reactor in operation and under construction, have an average thermal efficiency of about 33%-35%, therefore two third of the thermal energy produced by the nuclear reaction is typically wasted. The literature presents many possible applications of this thermal energy, however most of them are not feasible because of economic and legislative constraints: among the others the Emergency Planning Zone (EPZ) is one of the most critic. The EPZ is the area surrounding the Nuclear Power Plants (NPP) subject to specific rules constraining the development of the area. These constraints avoid the complete exploitation of the energy produced by the power plants. Small Medium Nuclear Reactors (SMR) can offset some of the constraints since they are intrinsically safer and therefore can theoretically require a smaller EPZ. This chapter deals with the relationships among the Emergency Planning Zone (EPZ), the reactor size and the possibilities of cogeneration. After a review of the constraints for the EPZ in the different countries it show the relationship among EPZ and NPP size and presents the various options of nuclear cogenerations. These options are evaluated according to the commercial feasibility of the different technologies clustering the solutions in short and long term options. © 2012 Nova Science Publishers, Inc. All rights reserved.

Despite the importance of stakeholders in project governance, project management literature lacks from an inclusive framework which defines the roles, relationships and positions of internal and external stakeholders inside and outside of the organization's governance structure. This paper has the purpose to report a review on project governance literature to draw attention to the context within which the stakeholders are positioned, to extract their roles and relationships inside and outside of the organization and to develop new avenues for research regarding stakeholders in project governance. The conducted thematic analysis reveals that there are three contexts influencing organization's approaches towards stakeholders: success, megaprojects and ethics. The developed conceptual framework illustrates that organizations are in direct contact with external stakeholders at the organizational level and project level. Strategic decisions made at the organizational level are operationalised at the portfolio level and influence the approach towards external stakeholders at the project level. Considering the lack of theories to support general doctrine of stakeholder theory, this research suggests that future governance researchers adopt a broader view in selection of theoretical lenses in order to include the social and psychological aspects of the management of external stakeholders.