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Use of liquefied natural gas is proposed as an alternative to motor fuel. Technology for recovering liquid natural gas based on the principle of internal gas cooling in a turbo-expander, and the equipment required for its use in internal combustion engines are considered.As is well known, the world reserve of oil, from which the main forms of motor fuel are derived, is tending to decrease. The most realistic alternative to oil fuel is liquefied natural gas (LNG).The main advantage of LNG is the possibility of transporting it within freight tanks of large-tonnage cryogenic supertankers, and also automobile and railway tanks [1]. LNG may be stored in large amounts in land-based vessels at normal pressure, which is particularly important for those regions within which geological conditions are not suitable for the construction and operation of large underground compressed gas stores.The potential for application of LNG in power engineering throughout the world has been apparent for a long time. For example, leading aviation firms of the USA, Japan and Western Europe (Boeing, Lockheed, Deutsche Aerospace, Airbus Industry) predict the use of LNG as the main fuel for aviation. It is assumed that in 2010-2020 extensive introduction of cryogenic technology will evolve in world aircraft building. In Russia, specialists of Tupolev company have created and tested the first aircraft in the world TU-155 working on LNG, and they continue to develop aircraft based on this fuel. The Keldysh Russian Institute of Space Research is working on the creation of rocket engines based on liquefied methane. The results of a series of studies have demonstrated conclusively that with gasification of remote population centers, distant from a source of gas of more than 50 km, use of LNG is most economical, and the greater the distance, the more suitable the use of LNG.An important task is conversion of automobile transport to the use of LNG. Use of LNG in internal combustion engines has a number of advantages, including a saving in the means of obtaining the fuel and a reduction in harmful discharges.LNG may be related to an ecologically clean fuel (methane content above 90%), since within it there are almost no aromatic hydrocarbons and sulfur compounds. On combustion of natural gas, the nitrogen oxides released are less by a factor of 1.2-2.2 than with burning the best gasolines; hydrocarbons are less by a factor of 2-3; carbon monoxide by a factor of 10. LNG is cleaner than diesel fuel with respect to the hothouse effect by 15-18% [2], for solid particles (compared with diesel fuel with a low sulfur content), by more than 97%.

Supply chain risk management has been well researched over the years. However, management of social risks in bioenergy supply chains has been studied less in contemporary research. The ability of bioenergy companies to identify, properly address, and communicate social sustainability has become crucial for many global producers. In order to meet current EU’s energy and climate targets, the development of sustainable bioenergy production is vital. However, over last decade, research of bioenergy production supply chains has indicated that upstream areas of global bioenergy production systems are vulnerable in terms of social sustainability risks. The main objective of this research was to demonstrate how the socially sustainable supply chain practices in bioenergy supply chains can help a production company manage social risks and resources-use related conflicts upstream of the supply chain. These practices can be applied in the process of negotiation between bioenergy producers, local authorities, and communities for creating win-win situations for all parties while planning new bioenergy production systems. This study pays special attention to social sustainability risks at the upstream of the supply chain in countries of raw material origin. Use of social sustainability practices intends to help identify, assess, and address social risks of supply chain activities for bioenergy companies. Moreover, such practices aim at supporting companies and their stakeholders in making right choices and preparing effective strategies ahead of time. We based our research on empirical evidence and offer solutions to multi-national bioenergy production companies on how to manage social risks, allowing them to make the right decisions and necessary adjustments before entering potential markets. Our findings show that even avoidance of market entrance can carry sustainability-related social risks for both the company and the local communities. We suggest that although the financial element plays an important role in decision-making, the no-go decision often means missed opportunities for local communities to improve their respective sustainability states.

The need to reduce CO2 emissions makes companies find new sustainable solutions for energy production. Diverse multiple sourcing energy production value chains became an important strategical development used at a regional level in Finland. This article presents a social sustainability state data visualization framework that allows us to communicate key social aspects to stakeholders and local communities. Core social aspects are defined through the assessment of multiple sourced electricity supply chains available within one region. This framework was tested on a case study covering regional electricity production supply chains in the Oulu sub-region, Finland. The evaluation of social indicators and their impacts presented along regional electricity production supply chains was performed via the conversion of collected data into visual objects. A cumulative social impact assessment of a local energy supply chain revealed that social sustainability impacts have the tendency to accumulate within the region. The results indicate that multiple sourced electricity supply chains are a socially sustainable solution that improve energy security and provide affordable electricity to local communities. The results indicate how by using multiple-sourcing value chains, companies can improve regional social resilience and balance socio-efficiency through building an effective relation between a company’s value added and its social impact on local communities.

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