In 1960, the then Chairman of the US Atomic Energy Commission, Dr. Glenn Ciborg confidently predicted that nuclear power would give strength to half of American houses by 2000. For a while, it seemed that he could be right. Between 1967 and 1974, American utilities ordered around 200 nuclear reactors.
But speed overran, regulatory barriers, three mile islands, Chernobyl and later in Fukushima stopped as slowing down accidents and later Fukushima erased public confidence. The projects were canceled, and the country’s once-robust nuclear manufacturing base faded.
Today, it seems that Ciborg’s prediction was not wrong – just very soon. A new generation of nuclear reactors – with advanced designs that closely close the cooled and closed reactors without the need for power or operator intervention – such accidents have almost impossible. Meanwhile, increasing the demand for electricity, inspired by artificial intelligence, and growing geo -political risks have underlined the need for energy that is clean, safe, reliable and abundant – four boxes that only do nuclear power tests.
I have seen the resurrection of nuclear in my role in engineering and construction firms Bechtel. We successfully helped bring two new reactors of Georgia Power online in 2023 and 2024, and are currently working to give nuclear projects in Tennessi and Vyoming. Abroad, we are helping Poland to build our first nuclear plant – a reminder that the American nuclear leadership also expands our geopolitical impact rather than eliminating it to Russia and China.
Fortunately, the Trump administration understands stakes and Executive orders have been issued With the aim of quadrupling domestic nuclear capacity by 2050.
With its sites set on a true nuclear renaissance, the government – in association with the nuclear industry – should focus on cleaning the four biggest obstacles in the atom.
First of all, we should face elephants in the room: Cost. Critics say that nuclear power is very expensive, which reduces both its long -term value and American simplicity. The low operational cost of an atomic plant and the cost of energy in the long lifetime is highly competitive. Meanwhile, each new project technology helps developers and utilities to standardize reactors, which enables builders such as Bechtellers to standardize engineering designs, scale supply chains and new construction methods such as digital performance and modularization. The result is less program, low cost and more certainty of results.
Control cost is also about reducing the “project execution” risk for investors. If we want to expand nuclear power and unlock the efficiency profit, we will need more help from the government to assume some financial risks of the first-lover projects.
As the industry rebuilds the ability to distribute its ability, new nuclear projects may be susceptible to investors to stop and eliminate costs. To stimulate the market, the government must absorb more risks from some initial project costs – such as other countries are already to increase their nuclear power generation.
Second, the US should deliver its obligation under the law to establish a permanent national program for permanent disposal of permanently spent nuclear fuel. While today’s storage methods are designed to work safely for 80 years or more, a long -term solution will solve this challenge and strengthen public confidence in nuclear power.
Third, regulators should continue modernization. The Atomic Regulatory Commission, in particular, plays an indispensable role in maintaining high industry standards and has progressed in updating its approach to approval projects. But the structure created in the 1970s, is lagging behind today’s atomic reactors modular, standardized and naturally safe designs. Important opportunities remain to streamline approval without compromising safety. The new executive order of the Trump administration is a welcome step in the right direction to encourage the Commission to improve.
Fourth, and perhaps most immediate, we need people. From the US welder to electrician and heavy equipment operators, struggling with a skilled labor shortage. Here, also, the administration can lead to the partnership between industry and education by encouraging and expanding access to vocational training.
We need to ensure that joining construction trades is a rewarding, completion and safe career. We need to re -shape the perceptions that you can only proceed with a degree of four years, which is not just true and even misleading for the younger generation. A national campaign should make these careers champion as mission-operated, innovative and necessary for the future of America.
There are no silver pills in the energy policy. Solar, gas and emerging technologies will be part of all equations. But it would be an expensive mistake to fail to realize the full potential of the promise of nuclear power – economic, environmentally and geologically.
A strong American nuclear program will produce more than the megawatt. This will catalyze life -changing technologies, a strong national industrial base and a bright future for generations.
If we correct it, perhaps in 2075, a person would see back as the moment when the US gave a glimpse of its energy moonshot and seized the opportunity to lead.
Craig Albert is the Chairman and Chief Operating Officer of Engineering and Construction Company Bechtel. He first led his atomic, security and environmental unit.
