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What was it like to carry out a project in the nuclear domain?
This project presented a unique challenge for us. Although Dialogic regularly undertakes projects in the areas of knowledge & innovation and climate & energy, we had no prior experience in the nuclear domain. This is also true for the majority of research agencies in the Netherlands.
Nuclear energy is expected to play a role in the future energy system's sustainability. Due to our ambition to contribute to well-founded policies and our extensive experience in knowledge & innovation and climate & energy, we decided to take on this assignment.
We did not work on this project alone. In order to ensure substantive expertise and quality within the project team and thoroughly test the insights gained, we collaborated with experts from the Flemish Institute for Technological Research (VITO) and the Belgian Nuclear Research Centre (SCK CEN).
What was your assignment?
In 2023, the Multi-Annual Mission-Driven Innovation Programme (MMIP) Nuclear Energy was launched to achieve the renewed ambitions in the field of nuclear energy in the Netherlands and to organize the necessary knowledge infrastructure. This programme focuses on eight themes:
- Radiation protection
- System knowledge (integration into the Dutch energy system)
- Knowledge about nuclear reactor and fuel cycle technology
- 'Enabling' topics related to reactors (plant integrity, maintenance under extreme conditions, etc.)
- High-temperature hydrogen production
- Material research using nuclear/ionizing radiation
- Processing and storage of radioactive waste and geological disposal
- Perception, communication and public support
Our assignment consisted of two parts: (1) mapping the current needs in terms of knowledge development and innovation within the Dutch nuclear domain and (2) developing thematic roadmaps. Based on these insights, the Ministry of Climate and Green Growth aims to develop targeted knowledge and innovation programs for the aforementioned themes.
What did you do for this?
Based on vision documents and 42 interviews involving 57 stakeholders, we gained valuable insights into the knowledge and innovation challenges within the nuclear domain. We organised these insights according to the eight themes and further refined, explained, and validated them during four working sessions with stakeholders. Subsequently, during a fifth, overarching working session with 19 experts, the concrete steps needed to achieve the ambitions in the field of nuclear energy were determined.
What is your impression of the responses from the field?
Although the nuclear sector in the Netherlands is relatively small, it is characterised by a high level of expertise and expert players. We are impressed by the strong engagement within the field. While we noted that some parties are still exploring the concrete direction of the Netherlands regarding nuclear energy and their possible role in it, almost all invitees were willing to participate in our research. This was also evident from the willingness of many parties from various regions to attend multiple (physical) working sessions.
At the same time, we encountered the political-administrative dynamics surrounding this topic. Midway through the execution of our assignment, the Schoof cabinet became a reality, leading to a doubling of ambitions in the field of nuclear energy. What is striking is the great energy and motivation within the sector to tackle the challenges and rejuvenate nuclear energy - some even speak of a 'nuclear renaissance'. If the Netherlands truly wants to build new nuclear power plants, this is necessary, as the sector is facing an ageing workforce and limited influx of new talent. If the Netherlands wants to be well-prepared for the construction and operation of new nuclear power plants, as well as for the development of knowledge and innovation, it is essential that the necessary implementation capacity is ensured in a timely manner.
What are the key knowledge and innovation challenges?
The knowledge and innovation questions within the nuclear domain can be categorised not only by theme but also based on objectives and lifecycle stages. These questions can be related to specific goals such as extending the operational life of the Borssele nuclear power plant, building new generation III(+) nuclear power plants, or developing knowledge and innovations for future technologies such as generation IV nuclear power plants and Small Modular Reactors (SMRs). They can also be organised based on the different lifecycle stages: design and planning, construction, operation, and decommissioning.
Regarding the construction of new nuclear power plants, questions arise about the desired application areas, suitable locations, and their impact on the environment, as well as the considerations that need to be taken into account. While nuclear power plants are often associated with electricity generation for a stable baseload, there are other applications as well. For example, nuclear power plants can provide heat to the (chemical) industry for the production of ammonia, methanol, and ethylene, contribute to heat networks for urban areas, or be used for thermochemical hydrogen production. Small Modular Reactors are also mentioned as a possible solution for 'behind-the-meter' applications, such as providing direct electricity to data centres or industrial clusters. These developments also bring various infrastructure and spatial issues. Considerations include the required infrastructure, implications for environmental plans, availability of cooling water, and the economic, social, and environmental impact on the surroundings.
Among the identified knowledge and innovation questions, we consider the theme of perception, communication, and public support to be the most relevant at the moment. This theme is broad in nature and touches on various socio-economic issues within other theme areas. Examples include the location selection of new nuclear power plants, integration into the energy system, local requirements during the construction phase, and the processing and storage of radioactive materials, as well as the decision-making processes underlying them. Additionally, we see that the MMIP places a lot of emphasis on technical aspects, while stakeholders have emphasized the need for more attention to social and societal dimensions.
What are the next steps?
During the numerous discussions and working sessions, we noted a strong need for periodic stakeholder meetings. Through the working sessions in this process, we made an initial contribution to this. The MMIP is supervised and adjusted by a so-called mission team, consisting of experts and stakeholders. To ensure broader engagement in the long term, we have recommended considering the establishment of thematic working groups. These groups could periodically inform the mission team and support the further development of the program on the eight themes - as well as the interconnections between them.
Ultimately, the knowledge and innovation programs need to be concretely implemented. Our research is an initial step in identifying the key challenges. However, the prioritisation of these challenges depends on policy choices to be made by the ministry and the mission team. According to us, the proposed working groups could also make a valuable contribution in this regard.
Furthermore, there is a strong need for continuity so that stakeholders have a clear perspective and the certainty to commit for the long term. Currently, the available financial resources are only guaranteed up to 2030, emphasising the need to timely consider structural financing of the MMIP and policy continuity.
