features are added, increasing the construction
and operating costs of nuclear power plants. But
the real effect of these features is hard to evaluate. These problems accumulate and increase the
complexity of decision-making regarding nuclear
power.
6.5.2 Global Experience of Nuclear
Energy
(1) Long-term, clearly defined strategies are
essential for the development of nuclear
power
France defines nuclear power as an important
strategic choice for energy development. After
the first oil crisis in 1973, the French government
introduced a policy to generate all its electricity
with nuclear energy. The government established
standards and a development programme, then
gradually replaced fossil fuel-fired power plants
with nuclear power stations. Nuclear power
currently supplies three-quarters of the country’s
electricity. France has maintained continuity in
nuclear power since the 1970s, winning
first-mover advantages and blazing an independent trail to success.
In Japan, the strategic positioning of nuclear
power is clear. The Long-term Plan for the
Development and Use of Atomic Energy, issued
in 1956 and revised every five years, provides a
guideline for Japan’s nuclear power industry. In
1978, nuclear power was defined by Japan as its
base energy for the 21st century, helping the
public and business community clearly understand national policies and facilitating the creation of a nuclear power industry, including
R&D and nuclear fuel systems. In the 20 years
following the Chernobyl disaster, Japan developed from an importer of nuclear power technologies to an exporter. Nuclear power generates
a third of Japan’s electricity.
South Korea’s nuclear power strategy and
programme enabled it to develop nuclear power
independently. To realise its long-term nuclear
energy objectives, South Korea established its
Comprehensive Nuclear Energy Promotion Plan
(CNEPP) in 1997, which it updates every five
years. CNEPP includes long-term nuclear policies and objectives, targets, budget and investment plans. Clear planning and a firm strategy
have enabled South Korea to use its limited
human and financial resources in the best possible way. As a result, it has an independent
nuclear power industry, innovative national
brands and a sharp competitive edge in the
nuclear world.
(2) Government policies support nuclear
energy development
The USA has introduced preferential policies to
encourage nuclear power investment and construction since the1950s. In the initial phase of
nuclear power (1955–62), the United States
Atomic Energy Commission (AEC) clearly
defined government and business responsibilities. It introduced four rounds of preferential
policies to attract investment in nuclear power.
The AEC became the US Nuclear Regulatory
Commission (NRC) in 1975. The new organisation significantly enhanced nuclear power
development efficiency by reforming the licence
issuing system and simplifying the approval
process. In 2005, to encourage business to invest
in and construct nuclear power plants, Congress
passed the Energy Policy Act, which provided
tax incentives, loan guarantees and other investment support policies.
Japan granted different tax benefits for each
stage of a nuclear power plant project to reduce
the cost of development and deployment. Technologically, the government cooperated with
power utilities to construct the first generating
unit of each series, developed new technologies
to test pilot plants and then transferred proven
technologies to businesses for use. In terms of
finance and taxation, investment funds were
raised through fiscal means. For example, the
Power Development Promotion Tax Law stipulates that tax benefits should be granted to
nuclear power and other emerging energy
industries every year through special accounts.
India reduced business risk by granting government subsidies and financial support. The
financial budget allocated by India’s Department
Special Report 3: A Study of China’s Technology Revolution
369
and operating costs of nuclear power plants. But
the real effect of these features is hard to evaluate. These problems accumulate and increase the
complexity of decision-making regarding nuclear
power.
6.5.2 Global Experience of Nuclear
Energy
(1) Long-term, clearly defined strategies are
essential for the development of nuclear
power
France defines nuclear power as an important
strategic choice for energy development. After
the first oil crisis in 1973, the French government
introduced a policy to generate all its electricity
with nuclear energy. The government established
standards and a development programme, then
gradually replaced fossil fuel-fired power plants
with nuclear power stations. Nuclear power
currently supplies three-quarters of the country’s
electricity. France has maintained continuity in
nuclear power since the 1970s, winning
first-mover advantages and blazing an independent trail to success.
In Japan, the strategic positioning of nuclear
power is clear. The Long-term Plan for the
Development and Use of Atomic Energy, issued
in 1956 and revised every five years, provides a
guideline for Japan’s nuclear power industry. In
1978, nuclear power was defined by Japan as its
base energy for the 21st century, helping the
public and business community clearly understand national policies and facilitating the creation of a nuclear power industry, including
R&D and nuclear fuel systems. In the 20 years
following the Chernobyl disaster, Japan developed from an importer of nuclear power technologies to an exporter. Nuclear power generates
a third of Japan’s electricity.
South Korea’s nuclear power strategy and
programme enabled it to develop nuclear power
independently. To realise its long-term nuclear
energy objectives, South Korea established its
Comprehensive Nuclear Energy Promotion Plan
(CNEPP) in 1997, which it updates every five
years. CNEPP includes long-term nuclear policies and objectives, targets, budget and investment plans. Clear planning and a firm strategy
have enabled South Korea to use its limited
human and financial resources in the best possible way. As a result, it has an independent
nuclear power industry, innovative national
brands and a sharp competitive edge in the
nuclear world.
(2) Government policies support nuclear
energy development
The USA has introduced preferential policies to
encourage nuclear power investment and construction since the1950s. In the initial phase of
nuclear power (1955–62), the United States
Atomic Energy Commission (AEC) clearly
defined government and business responsibilities. It introduced four rounds of preferential
policies to attract investment in nuclear power.
The AEC became the US Nuclear Regulatory
Commission (NRC) in 1975. The new organisation significantly enhanced nuclear power
development efficiency by reforming the licence
issuing system and simplifying the approval
process. In 2005, to encourage business to invest
in and construct nuclear power plants, Congress
passed the Energy Policy Act, which provided
tax incentives, loan guarantees and other investment support policies.
Japan granted different tax benefits for each
stage of a nuclear power plant project to reduce
the cost of development and deployment. Technologically, the government cooperated with
power utilities to construct the first generating
unit of each series, developed new technologies
to test pilot plants and then transferred proven
technologies to businesses for use. In terms of
finance and taxation, investment funds were
raised through fiscal means. For example, the
Power Development Promotion Tax Law stipulates that tax benefits should be granted to
nuclear power and other emerging energy
industries every year through special accounts.
India reduced business risk by granting government subsidies and financial support. The
financial budget allocated by India’s Department
Special Report 3: A Study of China’s Technology Revolution
369