Features

At the Idaho National Laboratory Hot Fuel Examination Facility, containment box operator Jake Maupin moves a manipulator arm into position around a pencil-thin nuclear fuel rod. He is preparing for a procedure that he and his colleagues have practiced repeatedly in anticipation of this moment in the hot cell.

Here is a recap of recent industry happenings:

ADVANCED REACTOR MARKETPLACE

New international partnership to speed Xe-100 SMR deployment

X-energy, Amazon, Korea Hydro & Nuclear Power, and Doosan Enerbility have formed a strategic partnership to accelerate the deployment of X-energy’s Xe-100 small modular reactors and TRISO fuel in the United States to meet the power demands from data centers and AI. The partners will collaborate in reactor engineering design, supply-chain development, construction planning, investment strategies, long-term operations, and global opportunities for joint AI-nuclear deployment. The companies also plan to jointly mobilize as much as $50 billion in public and private investment to support advanced nuclear energy in the U.S.

Craig Piercy
cpiercy@ans.org

While most big journeys begin with a clear objective, they rarely start with an exact knowledge of the route. When commissioning the Lewis and Clark expedition in 1803, President Thomas Jefferson didn’t provide specific “turn right at the big mountain” directions to the Corps of Discovery. He gave goal-oriented instructions: explore the Missouri River, find its source, search for a transcontinental water route to the Pacific, and build scientific and cultural knowledge along the way.

Jefferson left it up to Lewis and Clark to turn his broad, geopolitically motivated guidance into gritty reality.

Similarly, U.S. nuclear policy has begun a journey toward closing the U.S. nuclear fuel cycle. There is a clear signal of support for recycling from the Trump administration, along with growing bipartisan excitement in Congress. Yet the precise path remains unclear.

Idaho National Laboratory under the Department of Energy–sponsored Microreactor Program recently conducted a comprehensive phenomena identification and ranking table (PIRT) exercise aimed at advancing heat pipe technology for microreactor applications.

ANS Executive Director/CEO Craig Piercy’s reflection on the 80th anniversary of the Trinity Test (Nuclear Newswire, July 16) was a thoughtful and fitting remembrance of the achievements and legacy of the World War II generation of nuclear pioneers. We also see legacy environmental cleanup as a vital next step as our industry launches what Secretary of Energy Chris Wright has defined as “Manhattan Project 2.0.”

Idaho National Laboratory is playing a key role in helping the U.S. Department of Energy meet near-­term needs by recovering HALEU from federal inventories, providing critical support to help lay the foundation for a future commercial HALEU supply chain. INL also supports coordination of broader DOE efforts, from material recovery at the Savannah River Site in South Carolina to commercial enrichment initiatives.

When the Department of Energy’s Office of Legacy Management recently faced an operational challenge at the Rifle Disposal Site in Colorado, it took subject matter experts across a wide array of disciplines to tackle it.

When it comes to decision-making, public participation and community engagement are not the same thing. The structure and content of meetings to enable public participation in project decision-making can be staid, stale, and staged. The approach can be formulaic and reactionary: “We have a decision to make; we’ve narrowed down the alternatives … let’s prepare the scripts, posters, and presentations, gather our materials, book a room, coach the presenters on how to be succinct, identify people to staff the kiosks, contact the community members and regulatory staff we usually contact, and let’s have a public meeting! Once we get this over with, we can finally build our project, demolish that building, clean up this site, etc.” Not so fast.

The Idaho National Laboratory Site has long played an essential part in American nuclear reactor research and development activities. It is also a cornerstone of the Naval Nuclear Propulsion Program. The Naval Reactors Facility (NRF) on the INL Site, located in southeastern Idaho, was home to three historic land-based naval reactor prototypes—the Submarine 1st Generation Westinghouse (S1W) prototype, the Aircraft Carrier 1st Generation Westinghouse (A1W) prototype, and the Submarine 5th Generation General Electric (S5G) prototype—that facilitated critical training for naval personnel and testing that helped develop the U.S. Navy’s nuclear fleet.

Starting in 1966, the Western New York Nuclear Service Center (WNYNSC)—comprising 3,300 acres of land in the town of Ashford, N.Y.—was used for the commercial reprocessing of spent nuclear fuel. Reprocessing was conducted in the Main Plant Process Building (MPPB) until 1972 when commercial operations ceased and were never resumed. Now, 50 years later, modern 3D modeling technology is ensuring that the MPPB can be demolished in a safe and effective manner, minimizing risk to the environment and the workers.

Nuclear Restoration Services (NRS), a subsidiary of the U.K. Nuclear Decommissioning Authority (NDA), has adopted laser cutting as the primary technology for the removal of the reactor core of Dragon, a 20-MWt prototype high-temperature, helium-cooled, graphite-moderated reactor at Winfrith in Dorset, England. In addition, NRS is conducting trials to establish if laser cutting will be a viable technology for the decommissioning of the Trawsfynydd reactor, a first-generation Magnox reactor (CO₂ cooled, graphite moderated) situated in the Snowdonia National Park in Wales.

Earlier this year, Nuclear Waste Services, the radioactive waste management subsidiary of the U.K. Nuclear Decommissioning Authority, hosted a group of five teenagers for a week of exposure to real-world work environments at its facilities in Calderbridge, Cumbria. The students learned about career opportunities and leadership responsibilities at the company while they engaged with senior management and performed activities with several NWS teams, including employees in the environmental, waste characterization, cybersecurity, human resources, and geological disposal facility grants departments.

Hash Hashemian
president@ans.org

The theme of this year’s Winter Conference—already less than two months away—is “Building the Nuclear Century.” This focus reflects one of my chief goals during my presidency: streamlining the deployment of new power plants. However, I want to emphasize that this call to build extends far beyond a sole focus on new commercial reactors. As an industry, it’s critical that we keep momentum going across every area that supports the nuclear community.

So, while new reactor announcements are undeniably exciting and a logical benchmark to see the positive progress we’re making, we must continue to ensure that there is space to elevate, focus on, and celebrate crucial work in the fields of isotope production, waste management, public outreach, workforce training, and beyond. The call to build is a call to innovate and collaborate in every sector. It’s a call we need to follow.

As the only Department of Energy Office of Environmental Management–sponsored national lab, Savannah River National Laboratory has a history deeply rooted in environmental stewardship efforts such as nuclear material processing and disposition technologies. SRNL’s demonstrated expertise is now being leveraged to solve nuclear fuel supply -chain obstacles by providing a source of high-assay low-enriched uranium fuel for advanced reactors.

Nuclear power plant refueling outages are among the most complex phases in a plant’s operational cycle.¹ During these outages, tens of thousands of activities, including maintenance and surveillance, are conducted simultaneously within a short timeframe. Typically lasting three to four weeks, these operations involve large crews of contractors with diverse skill sets performing tasks ranging from testing and surveillance to maintenance. Outages may extend longer if major backfitting or modernization projects are planned. Consequently, plant outages are expensive, incurring significant operational costs, such as contractor labor and equipment, as well as the loss of generation while the plant is off line. This can easily cost a plant operator more than $1 million a day. Therefore, there is a constant need to mitigate the economic impact on plants by reducing the frequency, duration, and risks associated with these outages.^2,3

Despite the emergence of new projects, technologies, and commercial ventures, the rate of actual deployment worldwide has been relatively slow—but not necessarily for the reasons people might think.

Chad Wolf

When I began my nuclear career, I was coached up in the nuclear energy culture of the day to “run silent, run deep,” a mindset rooted in the U.S. Navy’s submarine philosophy. That was the norm—until Fukushima.

The nuclear renaissance that many had envisioned hit a wall. The focus shifted from expansion to survival. Many utility communications efforts pivoted from silence to broadcast, showcasing nuclear energy’s elegance and reliability. Nevertheless, despite being clean baseload 24/7 power that delivered a 90 percent capacity factor or higher, nuclear energy was painted as risky and expensive (alongside energy policies and incentives that favored renewables).

Economics became a driving force threatening to shutter nuclear power. The Delivering the Nuclear Promise initiative launched in 2015 challenged the industry to sustain high performance yet cut costs by up to 30 percent.

Mike Harkin

When ANS first announced its new Nuclear 101 certificate course, I was excited. This felt like a course tailor-made for me, a transplant into the commercial nuclear world. I enrolled for the inaugural session held in November 2024, knowing it was going to be hard (this is nuclear power, of course)—but I had been working on ramping up my knowledge base for the past year, through both my employer and at a local college.

The course was a fast-and-furious roller-coaster ride through all the key components of the nuclear power industry, in one highly challenging week. In fact, the challenges the students experienced caught even the instructors by surprise. Thankfully, the shared intellectual stretch we students all felt helped us band together to push through to the end.

We were all impressed with the quality of the instructors, who are some of the top experts in the field. We appreciated not only their knowledge base but their support whenever someone struggled to understand a concept.

A new career guide for the nuclear energy industry is now available: The Nuclear Empowered Workforce by Earnestine Johnson. Drawing on more than 30 years of experience across 16 nuclear facilities, Johnson offers a practical, insightful look into some of the many career paths available in commercial nuclear power. To mark the release, Johnson sat down with Nuclear News for a wide-ranging conversation about her career, her motivation for writing the book, and her advice for the next generation of nuclear professionals.

When Johnson began her career at engineering services company Stone & Webster, she entered a field still reeling from the effects of the Three Mile Island incident in 1979, nearly 15 years earlier. Her hiring cohort was the first group of new engineering graduates the company had brought on since TMI, a reflection of the industry-wide pause in nuclear construction. Her first long-term assignment—at the Millstone site in Waterford, Conn., helping resolve design issues stemming from TMI—marked the beginning of a long and varied career that spanned positions across the country.

Craig Piercy
cpiercy@ans.org

This month, September 8–11, the American Nuclear Society is teaming up with the Nuclear Energy Institute to host our first-ever Nuclear Energy Conference and Expo—NECX for short—in Atlanta. This new meeting combines ANS’s Utility Working Conference and NEI’s Nuclear Energy Assembly to form what NEI CEO Maria Korsnick and I hope will be the premier nuclear industry gathering in America.

We did this because after more than four decades of relative stagnation, the U.S. nuclear supply chain is finally entering a new era of dynamic growth. This resurgence is being driven by several powerful and increasingly durable forces: the explosive demand for electricity from artificial intelligence and data centers, an unprecedented wave of public and private acceptance of—and investment in—advanced nuclear technologies, and a strong market signal for reliable, on-demand power. Add the recent Trump administration executive orders on nuclear into the mix, and you have all the makings of an accelerant-rich business environment primed for rapid expansion.