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Tsarist Business: State-owned Enterprises in the Late Russian Empire
Volodymyr Kulikov,Martin Kragh 한국외국어대학교(글로벌캠퍼스) 러시아연구소 2021 REGION Vol.10 No.2
The role of the state in the industrialization of the late Russian Empire has been a recurrent topic in historiography. Scholars have studied certain seg- ments of state-owned entrepreneurship but have not taken a holistic approach to enterprises run or controlled by central or local government. This article draws on statistical yearbooks and other primary sources to address this gap in scholarship. It demonstrates that while Tsarist Russia had a diverse public sector, it employed no more than 10 percent of all economically active workers in all areas apart from public administration, the military, education, human health, and social work. The government kept certain enterprises in its owner- ship for various reasons, such as fiscal correction, regional development, and defense. Although the economic footprint of the state was considerable, there is no evidence that its role was significantly more prominent in the Russian case than elsewhere in Europe. The financial performance of most state-owned enterprises was poor; they were less efficient than their European counterparts and compared to private enterprises with a similar profile operating in Russia.
Large Steel Tank Fails and Rockets to Height of 30 meters - Rupture Disc Installed Incorrectly
Hedlund, Frank H.,Selig, Robert S.,Kragh, Eva K. Occupational Safety and Health Research Institute 2016 Safety and health at work Vol.7 No.2
At a brewery, the base plate-to-shell weld seam of a $90-m^3$ vertical cylindrical steel tank failed catastrophically. The 4 ton tank "took off" like a rocket leaving its contents behind, and landed on a van, crushing it. The top of the tank reached a height of 30 m. The internal overpressure responsible for the failure was an estimated 60 kPa. A rupture disc rated at < 50 kPa provided overpressure protection and thus prevented the tank from being covered by the European Pressure Equipment Directive. This safeguard failed and it was later discovered that the rupture disc had been installed upside down. The organizational root cause of this incident may be a fundamental lack of appreciation of the hazards of large volumes of low-pressure compressed air or gas. A contributing factor may be that the standard piping and instrumentation diagram (P&ID) symbol for a rupture disc may confuse and lead to incorrect installation. Compressed air systems are ubiquitous. The medium is not toxic or flammable. Such systems however, when operated at "slight overpressure" can store a great deal of energy and thus constitute a hazard that ought to be addressed by safety managers.
Large Steel Tank Fails and Rockets to Height of 30 meters − Rupture Disc Installed Incorrectly
Frank H. Hedlund,Robert S. Selig,Eva K. Kragh 한국산업안전보건공단 산업안전보건연구원 2016 Safety and health at work Vol.7 No.2
At a brewery, the base plate-to-shell weld seam of a 90-m3 vertical cylindrical steel tank failed catastrophically. The 4 ton tank “took off” like a rocket leaving its contents behind, and landed on a van, crushing it. The top of the tank reached a height of 30 m. The internal overpressure responsible for the failure was an estimated 60 kPa. A rupture disc rated at < 50 kPa provided overpressure protection and thus prevented the tank from being covered by the European Pressure Equipment Directive. This safeguard failed and it was later discovered that the rupture disc had been installed upside down. The organizational root cause of this incident may be a fundamental lack of appreciation of the hazards of large volumes of low-pressure compressed air or gas. A contributing factor may be that the standard piping and instrumentation diagram (P&ID) symbol for a rupture disc may confuse and lead to incorrect installation. Compressed air systems are ubiquitous. The medium is not toxic or flammable. Such systems however, when operated at “slight overpressure” can store a great deal of energy and thus constitute a hazard that ought to be addressed by safety managers.